Who are millennials and how to communicate with them

Which is your strategy to address the upcoming
generation of consumers and leaders?

GENERATIONS
Tatjana Mamula, NLP Master, November 2015

MARKETING 3.0
PRODUCTS CLIENTS BRANDS VALUES
MANAGEMENT
2000s - 2010
Philip Kotler, Hermawan Kartajaya, and Iwan Setiawan (2010) Marketing 3.0., John Wiley & Sons, Inc., Hoboken, New Jersey

Value matrix
MIND
SATISFACTION
PROFITABILITY
BE BETTER
HEART
ASPIRATION
RETURNABILITY
DIFFERENCIATE
SPIRIT
COMPASSION
SUSTAINABILITY
MAKE A
DIFFERENCE
MISSION
VISION
VALUES
CORPORATIVE
INDIVIDUAL a
Philip Kotler, Hermawan Kartajaya, and Iwan Setiawan (2010) Marketing 3.0., John Wiley & Sons, Inc., Hoboken, New Jersey

Four Highlights
• “I want it fast and I want it now”
• Premium on speed, ease, efficiency and convenience in all transactions.
• “I trust my friends more than ‘corporate mouthpieces”
• Definition of an expert has shifted from someone with professional or academic
credentials to potentially anyone with firsthand experience, ideally a peer or
close friend.
• “I’m a social creature both online and offline”
• “I can make the world a better place”
• A generation taught to recycle in kindergarten wants to be good to the planet
and believes that collective action can make a difference.
Source: Christine Barton, Jeff Fromm, Chris Egan (2012), “The Millennial Consumer: Debunking Stereotypes”, Boston Consulting Group:
https://www.bcgperspectives.com/content/articles/consumer_insight_marketing_millennial_consumer/

MILLENNIALS

MILLENNIALS IN THE DIGITEL ERA
Millennials
 Collaborative learning.
 Sharing stories with their peers.
 Multitasking.
 “do it by themselves” & “comfort
zone”.
 Relevant
 Interactivity.
 Engagement.
 CREATIVITY.
 INNOVATION.
Challenge.
Educators
 MLearning.
 Gamification.
 Video as a learning medium.
 Nano-learning vs. Mini E-
Learning.
 Storytelling.
 Coaching.
 Measurable.
 HUMOR.
 FEEDBACK.
 PERSONAL LEARNING.
Design thinking.
http://www.masmi.rs/millennials-way-of-e-learning-and-communication-in-the-digital-era

8HBR ARTICLE Jeanne C. Meister, Karie Willyerd

Millennial leaders
Master paper in NLP
Leading by example
Asking questions
Active listening
Bringing responsibility to a lower level
Mutual trust in the team (tribe)
Humor/creativity/risk
Feedback
MANIK RATANTatjana Mamula, NLP Master, November 2015

NLP modeling millennial leader skills
in change management
The advanced NLN modeling method for three successful and one
unsuccessful change management strategies – delegating, time
management , introduction of innovation
– Sample: millennial leaders who lead their teams in small, medium-sized, and
large companies.
– Chosen millennial leaders also represent the managerial cultures defined
by Charles Handy:
http://www.managementstudyguide.com/charles-handy-model.htm
∞ Athena – goddess of war, a symbol of a project organization, dominant in
consulting companies, marketing agencies, and innovative companies
∞ Apollo – culture of procedures and rules
∞ Dionysius – culture in which an individual as a creative being has freedom to
develop his or her idea, such as artistic companies or studies, universities
∞ Zeus – culture dominated by one person, most frequently the founder or
owner
10

Persons who have resources: Athena, Apollo,
Dionysius
A person who needs resources: Zeus
Key content (resource description): change
management (delegating, introduction of innovation,
time management)
Key content (resource description): change management
(delegating, time management, introduction of innovation)
Key signs:
At lower NLN imply action steps and behavioral
models such as active listening, asking questions,
focused on problem solving. At higher NLN levels,
they are willing to step out of their comfort zone,
explore, test, plan, and share with their team (tribe)
their ideas, projects, beta-versions, as well as their
values and vision of future. They trust them. For them
it is normal to act as leaders without a title. Their
main tools are feedback, acknowledging
communication through creative expression and
humor, story-telling.
Key signs:
Hides emotionality using rigid behavior in communication
with colleagues (like a machine), which leads to
misunderstanding and mutual dissatisfaction. Higher NLN
levels indicate that such a person is turned to oneself, own
achievements, goals, and visions of future. Understands
own shortcomings in development of self and the team. At
lower NLN, does not take action steps so that this behavior
could be changed, but remains within the comfort zone
where he/she has proven to be the best and where it is the
safest. This is reflected on the whole team which does not
have clear plans.
Body posture/ gestures:
They gesticulate with their hands, their posture is
stable, body straight, relaxed when talking, open for
conversation
Body posture/ gesticulation
Gesticulates a lot, slumped posture, look slightly drifting
away, sometimes losing direction and non-focused
Eye position: Visually constructed, visually
remembered
Eye position: in internal dialogue, as if wondering where
he/she belongs and why he/she does it the way he/she does
it
SUCCESSFUL MODEL STRATEGIES UNSUCCESSFUL COUNTER-MODEL STRATEGY

Predicates: Confident, self-reliant, calm, achieved,
successful, wiling to help, brave
Key words: I share experiences with others, courage,
change, it can always be better, of course it is possible,
creation through creativity, personal contribution to the
community, deliberation, achievement, optimism,
measuring results
Predicates: Most confident about self, do not trust
colleagues. Zeus goes to the very end, does not give up!
Zeus competes with himself and with others!
Key words: The best. Everything is on me. My boss is my
role model. I work to financially secure myself and my
family. I sometimes yell at my colleagues, I don’t trust
their work.
Meta model:
Deletion (indefinite verbs) – work on personal skills and
new knowledge, continual learning, placing self in new
situations
Generalizations (necessity) – I do not react impulsively
but I inquire, analyze, take a position, and share my
example
Generalization – If people want to survive in the
contemporary world, they need to work on themselves a
lot.
Meta model:
Universal generalizations – Now I am a machine. I used to
be romantic.
Distortion (cause-consequence) – I started suspecting I
ask complicated questions as my colleagues do not listen
to me.
Key cognitive patterns: General picture, creativity,
determination, planning steps, measuring results, and
monitoring work of the team
Key cognitive patterns: Details, comparisons with the
boss, focus on own results, the team is of secondary
importance
Representative systems Representative systems
Sub-modalities:
They see a clear picture of the future. They are doing fine
in such future. They see exactly what they do and who
with they do it.
Sub-modalities:
Kinesthetic, internal dialogue, from morning till night with
the same duties, procedure, and does not have a clear
view to the future
SUCCESSFUL MODEL STRATEGIES UNSUCCESSFUL COUNTER-MODEL STRATEGY

13
Meta-programming patterns: Direction of activities –
towards, focused on future, see larger picture
Meta-programming patterns: Direction of activities – from
Manner of doing: proactive
When describing an ideal team leader, they see the
largest area for own improvement in constant learning,
innovation, and getting self out of the comfort zone.
When describing colleagues on the team, they are
associated and use perceptive positions
Manner of doing – reactive
When describing an ideal team leader, sees the largest
area for own improvement in motivating others,
calmness, planning, and charisma.
When describing colleagues on the team, as if they are
million years away, as they present a barrier (obstacle) to
him.
Source of motivation – internal Source of motivation - external
Look for similarities Looks for differences
Action area – general picture and details Action area – details
Persuasion strategy – They believe that everything they
do is but one stage in development of self, team and the
company. They understand this as a process where the
roles of team members are important through feedback.
Persuasion strategy – starts with a strong feeling that it is
good and that what he/she does is good, ends with a
strong feeling that he/she has not done well and that
others do not understand him/her. Sticks to procedures
and appreciates feedback less than the team.
Attention directed to – others Attention directed to – self
Working style – cooperation Working style - autonomous
Time focus – presence, future Time focus – past
Time perception – through time Time perception – in time
Chunk size – inductive, deductive Chunk size – inductive
Collection of information – intuitive types Collection of information – sensor type
Reaction on stress – choice Reaction on stress – emotions
Organization – focus on people Organization – focus on the process
Opportunities Procedures
Evolution Constancy
SUCCESFUL MODEL STRATEGIES UNSUCCESSFUL COUNTER-MODEL STRATEGY

1. Transition – exit from
the comfort zone (fear of
changes)
2. Innovation (introduction
of innovation) in work
through reframing
3. A look downwards from
higher perceptual
positions on the vision
and purpose
Transfer strategiess and action steps
MANIK RATAN

Drawings by Gaša

Coaching style of the 21st century leader
16
Drawings by Gaša featuring Pixpired http://pixpired.com/
→ Leadership is a necessary factor
in the strategic organizational
change aimed at increasing
creation of new and useful
ideas by employees, as well as
their implementation within
the company.
→ Using influence, relationships,
and strategic behavior, leaders
may inspire, support,
streamline, and evaluate
creativity of their employees,
which results in
competitiveness of the
organization in contemporary
business environment.

Contribution of coaching style of the leader
Drawings by Gaša featuring Pixpired http://pixpired.com/

1/26/2016
NEXT IS NOW
Z generation - prosumers

Who are millennials and how to communicate with them

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