The Biggest Management Lesson I Learned as a Millennial Leader

As a millennial manager, I’ve often found myself navigating assumptions about my generation, others, and what leadership “should” look like. There’s no shortage of commentary on millennials in management, both favourable and critical. We’re praised for being tech-savvy, adaptable, collaborative, and emotionally intelligent. Yet we’re also branded as lazy, conflict-avoidant, and prone to burnout from trying to balance everything.

From my perspective, these characteristics reflect how we’ve adapted to the world we grew up in shaped by social media, mobile technology, the 2008 financial crisis, and a rise in activism. We’ve internalised these shifts and translated them into how we lead and support others.

There’s a persistent narrative that managing across generations is inherently difficult, as if age differences automatically create tension. But in my experience, the reality is far more nuanced and human. What shapes the dynamic between a manager and their team isn’t age. It’s passion, drive, experience, and the willingness to engage. I’ve worked with Gen Z colleagues who bring bold ideas and fresh perspectives, and Baby Boomers whose strategic thinking and depth of experience are invaluable. The key isn’t managing by generational assumptions and stereotypes; it’s flexing your approach to meet individuals where they are.

Flexibility, spoken like a true millennial, is essential for effective leadership. I stepped into my first managerial role at 23, terrified. Most of my team were older than me, and I carried assumptions that they’d resist change or question my credibility. In some cases, I wasn’t wrong, there is one particular person who springs to mind. However, the tension wasn’t about age; it was about fear. They worried I’d change everything without listening. And really, isn’t that a concern for any team facing a new manager?

It took time, patience, and a lot of listening to build trust. I asked questions, created space for people to show up as their best selves, and learned that leadership isn’t about asserting authority it’s about earning trust.

Being a millennial has shaped my leadership style in ways I’m proud of, not because of my age, but because of the era I grew up in. It taught me to value transparency, collaboration, and purpose. I’ve learned that influence comes from trust, and trust is built by recognising passion, drive, and the courage to contribute. Experience isn’t defined by a birth year, it’s a mindset.

So yes, I’m a millennial manager. But more importantly, I’m a manager who leads with curiosity, empathy, and adaptability. And that, I believe, is what truly makes a difference.

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