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While millennials aren\u2019t a generation who are, by default, programmed for the traditional notions of workplace hierarchy (i.e., the corporate ladder) there still exists a pressure, so to speak, of adhering to this social construct of \u2018progression\u2019. (And I say \u2018progression\u2019 because this of itself, is a term that means different things). While workplaces have shifted over the years when it comes to offering pathways for progression and satisfying the needs for growth and development \u2013 <\/p>\n
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Already a professional? Log in<\/span>\n <\/div>\n<\/p><\/div>\n<\/p><\/div>\n particularly for the millennial generation who require it \u2013 there remains a challenge: the race to the top. And while there may be a perception of a growing trend of millennials wanting to \u2018climb the ladder\u2019, it\u2019s this very term that is often met with different views and expectations. First, from millennials in pursuit of the \u2018climb\u2019, and second, those in the workplace \u2013 management in control of, or colleagues observing, the \u2018pursuit\u2019. The result of which can end up in disconnect if perspective and intentions are not understood.<\/p>\n For some workplaces, progression \u2013 including growth and development \u2013 is tied directly with the upward chain of the ladder and demonstrated through promotion. Millennials can oftentimes find it a challenge working in workplaces that are stringent on structures and hierarchy as the only way for forward progression. However, they are aware of the catch-22 this presents. On the one hand, the \u2018conflict\u2019 of having to follow the same path of development, via a promotion-only route; on the other, giving them what they desire \u2013 opportunity, recognition, and growth.<\/p>\n For millennials in these workplaces, the propensity for the race to the top is most likely to be seen. And with that, the high level of expectation they too, place on themselves to climb that ladder \u2013 to do it all \u2013 as soon as they enter the workplace. Not least because of a need to \u2018prove\u2019 themselves in what can sometimes be felt as a \u2018dog-eat-dog\u2019 world, but because of the realisation that for this workplace, the only way to get what they want, is up.<\/p>\n Key for those managing millennials is expectation management. Because the reality is, while the \u2018quest up\u2019 is on their current agenda, it may not always be there \u2013 including them \u2013 especially if they are offered a faster route. What\u2019s important for managers to understand is their intent, and why: asking the question on what progression means to them. Is it because they are genuinely interested in rising into senior management in this specific workplace, and investing themselves back, or is it because of an unfilled need (i.e., their worth) they think will be filled once they get there? And if so, is there an alternative pathway to fulfill what they want?<\/p>\n This isn\u2019t to discourage progression (or \u2018the climb\u2019), but instead to manage the expectations of all those involved because the consequences of those situations are both very different. And what workplaces would benefit from, are outcomes that support all those involved \u2013 which includes taking the pressure of both millennials and managers for this \u2018race to the top\u2019.<\/p>\n This story first appeared on Inside Small Business, and has been republished with permission.<\/p>\n<\/div>\n