Page 60 - Lighting Magazine November 2018

on the mark
“Our (team) relationships became very
strong, due to our respect, appreciation,
and understanding of each other’s
strengths and weaknesses.”
— Drew Mihelish, Western Montana Lighting
managers, or owners all want inspirational mentors who will help them navigate the new ocean they travel. If you are a Boomer business owner and are reading this, you are just one of the mentors the Millennial Manager needs. Taking the initiative to put other mentors in your team’s path will provide untold bene ts. None of us is a complete package, and the closer we get to 2020, the more critical the need is for collaboration among all types of associates.
WHat Millennial Managers Want
One of the questions I asked the Millennial Manag- ers I interviewed for this article was, “From your point of view, what is the lighting industry missing?”
The answers shared a similar tone, expressing concerns that there are not enough young people coming into the industry while there is an increas- ing exodus of experience leaving before the torch passes. They have concerns about product qual- ity and access to good vendor information. These concerns are no di erent than those faced by any generation before them, but the di erence is the speed that business has accelerated to.
Millennial Manager takeaWay
Here are some important skills for new and exist- ing Millennial Managers to incorporate.
» Build your team. Praise in public and make corrections in private.
» Use data – not feelings – to make important decisions.
» Learn the subtle art of giving, taking, and us- ing feedback. This is where the gold nuggets hide.
» Commit to lifelong learning and curiosity — and then teach what you learn to others.
» When communicating, try a face-to-face
conversation or phone call before an email or
text.
» Focus on the important, and forget the pe y.
The skills of the Millennial Manager, as with all generations before them, will evolve. The young- est Millennials are in their mid-20s and will have a twist on what the elders of their group are do- ing today. One thing is certain: Nothing will be stagnant. The way we go to market, the way our clients shop, and the way we manage and build our companies will continue to change.
As always, happy selling!  www.enlightenmentmag.com
Mark Okun is Business Contributor to enLIGHTenment Magazine and President of Mark Okun Consulting & Performance Group. He has more than 30 years of hands- on retail experience training and coaching sales associates in the lighting and furniture industries. Mark@bravo businessmedia.com
in this transition begin with humility. Being humble is a ractive to sta members of all generations. Blending assertive actions with polite humility is one indicator that you are the correct person in the managerial role.
The next skill is one we hear about all the time: listening. Truly listening with an open mind builds a bond with team members and opens the Millennial Manager up to new ideas and opportunities that can grow the business.
The same conversational skills that make a salesperson great apply when having a chat with a team member. Keep it less formal, one on one, and always be prepared to answer the question “Why?”
Develop a thick skin. If you are a Millennial Manager, you may remember what it was like sit- ting with “friends” at break or lunch discussing the newest showroom policy or a decision made by management. The topic of manager-sta relation- ships either receives accolades about it or depicts a hostile environment. New managers must grasp that they are now the prime topic of conversation and probably won’t be invited to join in.
As a person who has been managing stores and leading people since I was 28, I will share the most important phrase I was ever taught: “Who cares?” If the conversation is only some venting, just forget about it. Focus your energy and a ention on the hot-bu on issues brought to your a ention. The small problems that eat your time will have li le impact compared to the ones that save a sale or build a client for life.
grooMing Millennial Managers
In working with Millennials I have found that man- agement styles that were popular through 2005 are viewed as an archaic top-down approach to control and contrary to growing a team dynamic. This is the total opposite of the results showrooms wish to see today.
Instead, this Millennial group of workers,
58 enLIGHTenment Magazine | noveMber 2018