During my routine bedtime social media scroll—a habit I probably shouldn’t admit—I stumbled upon a post that got me thinking. It read: “It’s actually good for people to have age-gap friendships. Like 20-year-olds should be friends with 30-year-olds. Generational divides are a legitimate social problem. Older people and younger people have a lot to learn from each other and a lot to gain by supporting each other. -@tiredmomi” (X) 

It got me thinking, what have I, a 20-something-year-old, learned so far from my MVP of a millennial manager? Or more importantly, as millennials take the reins in marketing and advertising, what can they learn from their younger counterparts? 

Here are my six gems for millennial managers to think about as they guide the next generation of leaders:

Communicate how small tasks have bigger purposes

It’s easy to assign juniors tasks just to keep them busy, but it's essential to consider how this might make them feel stagnant. Gen Zers, having grown up with the Internet, are prone to comparing themselves whenever they’re exposed to “I’m blessed to announce” posts on LinkedIn. While we all know social media is a highlight reel, explaining how smaller tasks contribute to the overall growth of your team or business can provide that extra motivation for them to show up at their best.

Be their biggest advocate

Juniors often take on more than they can handle as they’re eager to build their credibility. As a manager, it’s crucial to remind them they can and should say no if they're stretched too thin. Step in when necessary to protect their time, especially if other senior colleagues are constantly pulling them in for “fire drills” or if their PTO is being overlooked. Also, encourage them to share their perspectives and present their work to build their confidence. Make your Gen Zers feel like they can rely on you as much as you rely on them.

Trends ≠ trust

You know how some consumers cringe at brands hopping onto trends? Admit it, we've all done it! Well, the same principle applies here. Relatability goes deeper than using the latest slang or TikTok sounds to break the ice. My manager, who I consider an honorary Gen Zer, takes a genuine and active interest in youth culture and uses his observations and questions to resonate with us. Instead of just referencing trends, spark regular conversations about topics that matter to them. You might learn something new.

Be their biggest cheerleader

During our weekly check-ins, I often share my latest passion projects with my manager. One time, I asked him how I could keep honing my skills outside of the office. His simple yet impactful advice: “Why don’t you try talking to people?” As a natural yapper, this suggestion was a lightbulb moment. And it led me to outline my first passion research project. Managers should take the time to learn and invest in their young staff’s passions and interests. Encourage them to act on their ideas, so they're not just fleeting daydreams but realistic possibilities.

Mental health matters most

This one isn’t up for debate. I’m grateful to be under leadership that prioritizes mental health. I’ve been transparent with my manager during challenging times, and in an industry that thrives on the intersection of culture and society, recognizing mental health as a key part of well-being is a must. It humanizes young talent, especially as they engage in cultural conversations and movements that directly affect them. 

Reverse mentorship 

This is what this op-ed is all about, right? Stepping onto my soapbox here: While there’s no ‘I’ in team, there’s surely a ‘U,’ ‘N,’ ‘I’ in junior—remind me never to say that out loud. I say this because mentorship is a two-way street, so it’s all about flipping and reversing it—word to Missy Elliott! To hit the mark both culturally and in the workplace, senior professionals can benefit from letting their younger colleagues educate them. And beyond that, reverse mentorship serves as a much-needed reminder that channeling your inner 20-something can lead to satisfaction outside of the office, too.

So, where do you go from here?

Effective managers are like the teachers and professors you were afraid to disappoint. Their leadership earned your respect and your natural inclination to give your best. I urge all managers, both seasoned and new, to take these points into consideration.

Business growth depends on not only the quality of the work, but the quality of life for the people behind it. As corporate America becomes more culturally intelligent, traditional best practices will be questioned, paving the way for more inclusive, flexible and human-centered leadership approaches that we may not have previously considered possible.

Be the manager you needed when you were young and ensure that you leave the industry in better hands than you entered it. The kids will take it from there.