Generation Y starts around 1980, though it’s not an exact science as generations flow at the cusp.    They are right behind Boomers in their size so are having a profound effect on the workplace.   They are technology driven, have strong views, driving change in business and will continue to do so for many years.

“How To Manage Your Generation Y Employees” on ExecutiveSpeakersBureau.com, provides an interesting perspective around Gen Y employees:

Each summer, hundreds of thousands of graduates flood the workplace with nothing but a degree and a dream of having a great career. An increasingly large percentage (50% of the world’s population is under 30 years old) of the workforce is considered part of Generation Y, a tech-savvy group who craves feedback and reinforcement, and uses humor regularly.

You’ve been recognized by being promoted to a management position.    Now the fun begins…or should I say the challenges begin.

There is a lot you need to know and if you want to succeed in your new role, let’s look at the potential pitfalls for new managers.    Love the title:  “Sorry, no time for work – too busy managing people,” by Eve Ash on SmartCompany.com.au.    She offers some scenarios that new managers will bump into and it’s important to find working solutions for each of these different situations.

To be successful in managing employees, you need clarity, energy and the ability to help your employees problem solve.   How can you do that if you don’t prioritize your own well-being.

In an age where being overworked is a trophy to hold up to others, self-care becomes a very low priority.   Yet self-care will enhance your ability to be a better manager.

“Managing People and Results?  Self-Care Should be Top Priority” by Corey Fernandez on RootInc.com

We all have tremendous control over our personal routines. If we fail to take care of ourselves, how can we expect to get the most out of our people?

I came across this short article in Startup Smart on managing people.    Sometimes a good short story says more than a “how to” type of article.

“Managing People:  Recognise when you need to remove yourself from the conversation”

But the CEO struggled. He just couldn’t shut up! So his mentor came up with a simple solution – regularly get up and go to the toilet, just to break things up.

The article provides a powerful message for anyone who is managing employees.   Do you want to control everything that goes on with your team?   Do you have the ability to listen to what others are saying.  Take time to read the short article and ask yourself the important questions.

Wouldn’t it be great if all of your employees do what they are supposed to do, and more?   Employees have different levels of ‘accountability’ skills and in managing employees; you need to help them maximize this strength.   Some people have it and with minimum direction seem to execute all that is required of them.  Others get distracted, and at the end of the day, they were busy, but not necessarily productive.

Accountability is about taking responsibility and following through to completion on your commitments.

How can you help build your employee’s “accountability muscles?”   3 basic steps can guide you in increasing the accountability of your team members.