Designing the Millennial Workplace

Designing the Millennial Workplace

In the movie The Intern, a 70-year old Robert De Niro is hired to work in an online fashion start-up. Selling woman's clothes. With a highly personal touch. And great customer service. A bit like Zappos without any shoes.  

He's hired to work with the CEO. Who cycles around the office. Flits between meeting after meeting. Is late for everything. Has no time for anything. Yet somehow keeps the company going.

Bar her EA, everybody at the company seems to be having a ball. Totally relaxed dress code. Trendy industrial space. A good news bell. They cheer website clicks as they come in.  

The EA is highly qualified. But used as a dogsbody. Has to do everything. All the shit. And is woefully under-appreciated. Almost ignored. Until she has an emotional breakdown. 

At first, the CEO ignores De Niro. Gives him one five minute meeting. Then nothing. But he notices things. Does things off the bat. Remains professional. And becomes a silent mentor for her. Experience and old-style loyalty. Having her back. Helping her shape her day. Do her work. Respect her EA. Save her family. 

And then, because he's working in a Millennial environment, he stresses out. Grows a mohawk. And starts muttering to himself in the mirror. Or maybe I'm getting my films mixed up? Although the mohawk is important. 

Understanding the Millennial Workplace

Millennials have always lived in a fast-paced world. Instant information. Instant communications. Do it now, now, now. They don't work well with traditional control methodologies. Cope with technological pacing. Or bureaucratic formalization.  And definitely not cultural normalization. These things are not just pass√© to the Millennial. But evidence of managerial incompetence.  

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Emotionally Intelligent Decision-Making in an Ambivalent Society

Emotionally Intelligent Decision-Making in an Ambivalent Society

We are inundated with literature and advice on how to be emotionally intelligent leaders, happy at work, show our authentic passions and generally be positive contributors to society. It's an increasingly powerful force in the world of leadership, management and organisations. As is my wont, I find the degree to which this literature entreats us to follow its path (and no other) suspicious, feeling it is trying to blind us from contemplating Hegel's "unhappy consciousness" and pushing towards being "happy robots".

We seem to be fleeing from something, some amorphous fear lurking at the back of our minds that we can't possible let out into the open, a zombie worm of doubt and fear that feeds our anxieties. By telling us we must be this type of person, emotionally and intelligently, or emotionally intelligently (hah!), assured of making clear and rational decisions that push forward our personal and corporate agendas in the pursuit of our happyness [sic] and purpose, are we not, as we have always tended to do, pushing the complexities of human existence into the naughty corner, out of sight and out of mind. Why are we doing this? 

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