Whether you are a leader seeking to provide better management, or an employee desiring a more fulfilling position, Clint Pulver provides informative and inspiring ideas for achieving either goal. A research project called Undercover Millennial found that through Mentor Managing, leaders become more effective and are better motivators for their employees. In turn, employees have a desire to work harder and more efficiently for their managers. Excellent management coupled with a stable work environment is what inspires employees to say, “I love it here.”

Undercover Millennial is a program that effectively allows business owners and their management teams to learn more about the morale and performance of employees. Researchers learn how employees feel at businesses such as software companies, retail stores, and the hospitality industry, by acting as a prospective hire. The anonymity allows the employees to discuss how they feel about management and other aspects of the job. The information that the researchers learn provides insight to employee performance and can aid in workforce retention. 

The name “Undercover Millennial” is slightly misleading. The project started by researching millennials in the retail industry, but soon grew from there. Business leaders who were looking to improve their leadership styles or to gauge employee morale willingly participated in the research. And Undercover Millennial does not pertain to just millennials, but to every generation that is part of the workforce. Business is continually evolving, and leadership should evolve with it. The ability to grow and improve despite any generational gap between management and employees is essential for any business.

The researchers participating in the Undercover Millennial program tried to be as approachable as possible. By fitting in with the culture of different businesses, researchers asked employees how they felt about their jobs and what they liked or disliked about the workplace. The number one reason employees gave for loving their job was loving their bosses. The dislike employees expressed stemmed not only from their displeasure with their boss and poor management, but also lack of scheduling flexibility as well as poor pay and benefits.

While doing undercover research at a sporting goods store, Clint Pulver met “Derek,” an employee that helped to inspire the Undercover Millennial program. On Pulver’s first impression, Derek appeared happy and excited about his job. However, when questioned, Derek explained that he hated his job and was actively looking for employment elsewhere. His manager had no idea of his dissatisfaction because of a complete disconnect. Derek simply “felt like a number” and not an individual.

Through their research, the Undercover Millennial program found that 60 percent of employees were looking for work elsewhere. The Work Institute’s 2020 Retention Report showed that 27 percent of employees quit in 2019 and that 78 percent of those employees quit for reasons such as dissatisfaction with benefits, scheduling issues, and negative relationships with management. Most employees desired an environment in which they were appreciated and had room to grow. 

High turnover is not only a huge problem when it comes to running an efficient business, but it can also be an expensive problem. The cost of hiring and training replacement employees can run from 50 percent of the salary of entry level workers to as high as 200 percent of the salary of senior executives. Employee turnover is also on the rise since the COVID19 pandemic. The Work Institute’s 2020 Retention Report states that turnover has increased 88 percent since 2010 and is projected to continue increasing, with one in three workers quitting to seek new employment. 

Undercover Millennial found that there are four different types of managers that exist in the workplace: the Removed Manager, the Buddy Manager, the Controlling Manager, and the Mentor Manager. Of these managing styles, the Mentor Manager is the only style that not only has high expectations and standards, but also has high connection and empathy. The result is respect and loyalty from employees. By taking a closer look at the remaining three styles, we can see why Mentor Managing is so successful.

The Removed Manager does not possess any of the positive attributes of a Mentor Manager. There is little to no connection with employees and expectations are extremely low. This type of manager lacks both physical and emotional presence in the company. By doing the bare minimum, the Removed Manager is simply going through the motions. Employees can see and feel the obvious disconnect, and often find themselves feeling undervalued and unappreciated. 

Seemingly opposite of the Removed Manager, the Buddy Manager is extremely present with employees. This manager establishes friendships with employees; however, they have low expectations and standards. The Buddy Manager relies mostly on their high connection and empathy with workers to get them to perform their duties. This style of management can often be found in the hospitality industry and other businesses where employees and managers are of a similar age. While a healthy relationship should exist between leaders and workers, there also needs to be boundaries.

The last style to yield negative results in the workplace is the Controlling Manager. He or she has high expectations, but zero connection to employees. This type of manager expects things done only their way and does not allow room for autonomy or collaboration. The Controlling Manager does not have empathy for their employees and does not relate to them on an individual level. 

The three less successful styles of management may still be effective to some degree, but employee morale and performance do not reach their full potential. Mentor Managers maintain a healthy balance between high expectations and high connections. They create boundaries to avoid Buddy Manager territory but have empathy for their workers. Mentor Managers respect their workers and connect with them to inspire and grow together within the work environment. 

Businesses want a leader at the helm who has the ability to inspire and motivate employees to do their best. This can be accomplished by adhering to the “Five Cs” of mentorship: confidence, credibility, competence, candor, and caring. 

The first of the “Five Cs,” Confidence, is a must-have when it comes to teaching and guiding employees.  Knowledge of the skills being taught to workers will encourage trust and the necessary motivation for employees to improve their own skill set. Credibility is also required when it comes to mentoring. The combination of all aspects of someone’s background contributes to their credibility. It is an accumulation of life experience, skills, and schooling, not just work experience. 

Competence is the ability to apply all of one’s knowledge and skills to the task at hand. If a mentor does not practice what they are teaching, they lack competence as well as credibility.  Another one of the “Five Cs” is candor. Honesty is extremely valuable from a  mentor. A mentor needs to be trusted to give candid feedback and not be afraid to openly express areas that need improvement. 

The last of the “Five Cs” is caring. A successful mentor values employees and encourages their success. This type of leader will have the employees’ best interest at heart and help them to grow in their careers. By helping others, the mentor benefits by contributing to their own sense of purpose.

One “C” to beware of is callousness. Leaders and managers may possess this negative quality that directly affects everyone in the workplace. Workers will never find the motivation to do their best if the environment feels negative. Most workers end up leaving a workplace led by a callous and uncaring manager. As Pulver explains, “most people quit bosses, not jobs.” 

Whether it is an individual crisis, company crisis, or even a national crisis, a plan to help with any unforeseen circumstances is necessary. It is important to listen and be as supportive as possible if an employee has a personal crisis. Depending on the severity of the crisis, a certain amount of one’s workload may need to be covered. If it is a health issue or another issue that may have the employee absent for an extended period, continuing to pay their salary and health insurance (when possible) will allow the person to focus on getting back to work and feel appreciated. 

In the event of a financial setback or other company crisis, it is essential to be honest with everyone in the workplace. Uncertainty can add to anxiety among employees, and may lead the staff to look for other jobs. There is a fine line, but if trust exists among management and employees, most will stay on board until the setback or crisis is over.

If the crisis is countrywide, as it was during the COVID-19 pandemic, a business’ ability to adapt is essential. It is important that management be reassuring, honest, and admit they may not know exactly how to handle the new situation. By providing simple and specific directions to employees, a sense of normalcy and structure can help operations run smoothly. 

Focusing on the small things is a great way to lead in a mentorship. By making a consistent effort, such as speaking a few words of encouragement or sending an email containing a few strategic pointers, can make an employee feel appreciated. A mentor will gain a sense of fulfillment by guiding and inspiring others. When a leader takes the time to reach out and create a lasting connection, a mentorship is formed. 

A great mentor has the ability to help individuals realize their potential. By focusing on mentees’ talents and helping them grow, the business as well as the individual will gain from the outcome. Cultivating strong and healthy relationships within the workplace will promote success for the business and everyone involved. If people are thriving, most likely this business is as well. One common principle that can be found through Mentor Management is that “it’s not about being the best in the world—it’s about being the best for the world.” 

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