Because of my consulting work and as an FMCG distributor, I often spend time with business owners, and we frequently discuss management topics. Most owners complain that today's employees, especially those born in the 1980s and 1990s, are difficult to manage; they demand good working environments, benefits, and even fun at work. However, I usually smile and stay silent on this topic because I hold the view that 'there are no employees who can't be managed, only supervisors who don't know how to manage.'
Why do I hold this view?
First, I believe it's not that employees born in the 1980s and 1990s are difficult to manage, but rather that we don't understand them well enough. Since the 1980s, Chinese society has entered a phase of rapid development, with telecommunications, the internet, and communications advancing quickly, and information expanding at an explosive rate. Influenced by new technology, the concepts and thinking patterns of the post-80s and post-90s generations differ greatly from those of people born before the 1980s. Unlike the post-50s, post-60s, and post-70s, they don't mix work and life, treating life as work and work as life; they don't share the self-reliance and hard struggle of the post-50s, nor the determination to succeed of the post-60s, nor the outright materialism of the post-70s. They have a different life philosophy and way of living. They believe in separating play from work, have clearer life goals, and their pursuit of money is not just for basic needs or a moderately prosperous life; they think more about a lifestyle, a way of living, and more about making their lives freer, more autonomous, happier, more personalized, and more dignified. They are happiness-oriented, doing what they like as the new new humans; they love travel, parties, consumption, and self-realization.
Another point is that since 1978, China's one-child policy made this generation the first to be only children. Growing up without extended family life, lacking the environment of cooperative living with siblings and the mindset of considering others, their personalities tend to be more self-centered. They entered society against the backdrop of China's economic takeoff, possessing a 'fresh temperament different from their parents, with unconventional lifestyles, work styles, and values.' Their personalities contain many unstable factors; they cannot stay focused on work for long, and some even believe that only by constantly changing jobs can they realize their self-worth. They would rather be unemployed than tolerate their value being ignored; they advocate participation rather than obedience to external indoctrination and commands; they pursue ideals, but these ideals differ considerably from traditional Chinese culture.
Second, most managers have not truly mastered the management methods and tools for managing post-80s and post-90s employees. Looking at classic management theories from China and abroad, most were written before the 1980s, and almost all are products of the pre-internet era. It follows that many original management methods, sciences, and techniques are outdated and no longer effective, because any science has a time limit. Therefore, managers cannot rely solely on knowledge and methods passed down from mentors or their own personal experience to deal with the younger generation; they must keep pace with the times in management thought, concepts, and methods, and cannot use old bottles for new wine. Management, whether it is a science, an art, or a practice, must vary with time and space, and with the objects of management—people and things. So, managers cannot read one book to the end or use one method everywhere!
Furthermore, Chinese managers often have a 'bureaucratic' mindset, believing that management means controlling subordinates. Modern management practice tells us that management should combine service and control; managers should be both teachers and coaches, as well as colleagues and partners. Therefore, managers should abandon the traditional 'bureaucratic' mindset. Start as colleagues and partners, then become teachers and coaches, so that employees feel that following you not only means you worry and consider for them, but also that being with you is 'fun.' Post-80s employees have strong self-esteem, and a single touch can lead to strained relationships or even resignation. Therefore, managers should establish an equal mindset, change the commanding leadership style from above, and use consultation to solve problems and assign tasks. Break down the hierarchical barriers and create a corporate culture of mutual respect, equality, tolerance, inclusiveness, and democracy.
Third, managers should set aside their prejudices against the post-80s and post-90s. For example, they are said to have strong self-esteem, cannot endure hardship, have high ambitions but low abilities, are idealistic, and lack cooperation. Moreover, they should not be labeled, saying things like 'the post-80s are all garbage' or 'a hopeless generation,' which hurts their self-esteem. In fact, every era has its elites and outstanding talents; the key is whether we can understand them, treat them well, guide them, and help them grow.
Remember the 1980s when reform and opening up just began; the post-60s young people wore bell-bottoms and bat-wing shirts, with long hair and mustaches. People born in the 1930s and 1940s saw them and said they were a 'lost generation.' Facts prove they were not a degenerate generation; many became pillars of the nation. Prejudice is a generation gap, prejudice is misunderstanding, and prejudice is harmful!
Fourth, managers should participate more in activities with the post-80s. Through activities, they can understand them, integrate into their groups, guide and educate them, and achieve the goal of managing them. For example, a manager told me that every time he talks with post-80s employees, they ask if he has QQ and if he knows how to use it. But this manager didn't even know what QQ was, thinking it was a mobile phone. This is a ridiculous situation. So, can this manager understand the post-80s? Can he manage them well? It's like the official manager who circulated online, thinking Weibo was like QQ chat, and ended up having an open chat with a female subordinate that was leaked online. Can you not make a fool of yourself?
Finally, managers should be proactive. What does proactive mean? It means managers should not always think 'difficult to manage' or 'management is difficult,' but rather ask themselves why they can't manage and why they say management is difficult. This is a matter of thinking, and also what we often call attitude. Therefore, when facing 'difficult to manage' and 'management is difficult,' we should strive to find the reasons rather than blindly blaming others for not obeying and following orders. Our traditional culture teaches us to lack this spirit of seeking root causes, and the scientific spirit and methods for finding reasons.
In summary, I believe that the post-80s and post-90s are not difficult to manage; rather, we have not truly mastered the methods and tools to manage them! So I say: 'There are no employees who can't be managed, only supervisors who don't know how to manage!'
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