8 Habits That Make Millennials Stressed, Anxious and Unproductive

8 Habits That Make Millennials Stressed, Anxious And Unproductive

Despite our youth, chronic anxiety is not sustainable.

A version of this article was originally published on Forbes. Sign up for Caroline’s newsletter to get her writing sent straight to your inbox.

According to the American Psychological Association (APA), millennials experience more stress and are less able to manage it than any other generation. More than half of us admit to having lain awake at night during the past month from stress.

Not surprisingly, millennials are also more anxious than older Americans. The APA reports that 12 percent of millennials have a diagnosed anxiety disorder—almost twice the percentage of Boomers. On a non-clinical scale, a BDA Morneau Shepell white paper discovered that 30 percent of working millennials have general anxiety, while a 2014 American College Health Association (ACHA) assessment found that anxiety regularly afflicts 61 percent of college students.

Anxiety not only harms our wellbeing but also sabotages our productivity. The ACHA assessment found that the top two tolls on students’ academic performance were stress and anxiety. Two-thirds of millennials interviewed by BDA  attribute declining work performance to anxiety.

Sources of millennial anxiety may include a tough job market and student debt as well as psychological causes I’ve covered previously such as ambition addiction, career crises and choice-overload. But even our day-to-day behaviors can incite anxiety. Here are eight common habits that instigate stress and compromise our potential:

1. Bad sleep habits

Perhaps the most prevalent contributor to anxiety is poor sleep. A study by the University of California at Berkeley found that lack of sleep “may play a key role in ramping up the brain regions that contribute to excessive worrying.” Common causes of insufficient sleep include going to bed at different times, not making sleep a priority and spending time on phones or laptops right before bed.

Instead:

Calm Clinic, an online magazine dedicated to anxiety management, suggests forming a long, boring nighttime routine free from technology, keeping a journal by your bed to write down thoughts that keep you awake, and exercising during the day to wear out your body.

2. Skipping sustenance

Eating consistently regulates not only our metabolism and insulin levels but also our mental stability.

“Waiting too long to eat or missing out on breakfast may lead to unsteady blood sugar levels, which can cause anxiety-like sensations, including shakiness, dizziness, confusion, and difficulty speaking,” writes Body and Health. Dehydration has a similar effect. Because food and water are biological needs, anxiety naturally follows hunger and thirst.

Instead:

Eat meals regularly. Keep granola bars or nuts at your desk or in your purse. Bring a water bottle to work and sip it throughout the day. Have a glass of water right when you wake up and before you go to sleep.

3. Drinking coffee

Drinking coffee makes us more alert and, in many cases, helps us perform better on short-term tasks. But it can also make people jittery, irritable and nervous, especially if they’re already predisposed to anxiety. Sensitivity to caffeine is, in fact, heightened in people with panic disorder and social phobia, and caffeine can provoke panic attacks in some individuals. Caffeine is also diuretic, which can cause dehydration—an anxiety trigger established above.

Instead:

Try weaning off coffee by switching to just one cup a day, decaf or black tea. If you feel calmer and more in control after a couple weeks without it, commit to quitting and pull out all the stops.

4. Sitting

America’s surge of anxiety symptoms parallels our increasingly sedentary lifestyles. But, until a recent review by BMC Public Health, it was unclear whether the two were actually linked. After lengthy analysis, researchers found that the risk of anxiety risk increases as sedentary behavior increases—and, specifically, sitting time spikes one’s likelihood of experiencing anxiety.

Instead:

If you work at a desk all day, you’re not doomed. Get up and walk around every ninety minutes. Offset your sitting time with regular exercise, which halves your risk of anxiety and depression.

5. Your phone 

A 2014 study by Baylor University found that American students spend an average of nine hours a day on their phone. Of course, technology vastly improves our lives in innumerable ways. But too much of it makes us anxious. Screen-based entertainment increases central nervous system arousal, which can amplify anxiety. Social media is similarly associated with low moods and depression.

Instead:

Next time you’re waiting or have nothing to do, leave your phone in your pocket or purse. Relinquish it as a means of alleviating boredom and instead use it consciously as needed for its useful functions.

6. Not “clocking out”

According to data from FORBES@Work State of Mind Project, millennials become anxious and irritated when work intrudes on our personal lives. But our bad work-life balance is our own choosing. BDA’s assessment explains, “Millennials do not believe that productivity should be measured by the number of hours worked at the office, but by the output of the work performed. They view work as a ‘thing’ and not a ‘place.’” Even after we leave the office, we’re still at work.

Instead:

We can still be ambitious, work long hours and impress our bosses without sacrificing psychological health and personal boundaries. So clock out: In your calendar, schedule a defined, consistent time at night to stop working. When time’s up, mark that task complete and go take care of yourself.

7. Netflix and hanging out

You may think snuggling up on the couch and watching a movie will help you unwind, but research disproves this trend.

In one study, participants felt more depressed and anxious after watching just two hours of TV than those who didn’t. Another study found that those with anxiety and depression spend significantly more time on the computer and watching television. While resting reduces anxiety short-term, research reveals that its effect is short lived, particularly compared with exercise.

Instead:

Do anything but watch TV when you’re done with work. Go on a walk, grab drinks, knit, work, draw, write, sit in your room and look at the wall, call your mom, actually cook dinner, build something, play badminton.

8. Hanging out with anxious people

You might feel like you’ve found someone you can vent to who understands you, but studies show that ruminating on anxiety often makes it worse. Furthermore, participating in “intergroup anxiety” increases one’s anxious behaviors.

Instead:

Seek out people who level your mood. After you hang out with someone, ask yourself if you feel stable and well—or if you’re hyped up and on edge. It’s easy to spend less time with certain people once you’ve decided they’re bad for your health.

If the annoyance, pain and performance impairment of day-to-day anxiety isn’t enough to quit these bad habits, perhaps this is: According to Harvard Medical School, anxiety is implicated in heart disease, migraines, chronic respiratory disorders and gastrointestinal conditions.

Despite our youth, chronic anxiety is not sustainable.  By swapping out these daily practices, we can improve our moods and our lives one habit a time.

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Missing the (Recruiting) Mark? Myths about Millennials

Missing the (Recruiting) Mark?  Myths about Millennials

A few years ago, TIME Magazine ran a cover story that made headlines of its own. In “Millennials: The Me Me Me Generation,” the magazine outlined in black and white all of the stereotypical horrors of Generation Y. The author used studies to back up the notion that millennials are the laziest, most self-absorbed generation in history.

There’s only one problem: Every generation gets labeled as the laziest and most self-absorbed of any in history.

Generation X was the “Slacker Generation.” Baby boomers were the “Me Generation.” It’s only natural for older folks to look down at young people and write them off based on the wisdom they have accrued since they too were new to the world of work.

The Millennial Myth

A quick Google search about millennials in the workplace kicks back results laden with adjectives like selfish, impulsive, careless, unenthusiastic and inattentive. However, when you dig deeper, you see that underlying these supposed traits are things like a drive for personal and career development, the desire to find meaningful work, the desire to lead, the ability to multitask and more.

Stereotyping is never a good thing, especially when it comes to recruiting. Misconceptions about millennials — or any generation — can lead to bias and even discrimination. Just as an individual should not be defined by race, religion, ethnicity, gender or socioeconomic background, they also should not be defined by their generation.

Consider this: Generation Y spans in age from college students to parents in their mid-30s. Painting millennials with a broad brush isn’t just unfair; it simply doesn’t work.

Just How Different Are the Generations?

You might be saying to yourself, “There have to be differences in generations. I see it all day long at my organization!” If so, you’ll be interested to learn that a recent IBM study looked at the differences between generations in the workplace and concluded that millennials really aren’t that different from their older colleagues. In fact, the only significant difference found was a higher technical aptitude among Generation Y.

IBM reports that people from every generation are equally likely to seek out meaningful work, want to make a positive impact on their employer, and value diversity. They also learned that older people are equally as willing to leave a job for money or incompatibility as their younger cohorts.

So why do millennials get labeled differently?

Researchers from the University of Wisconsin wanted to know and discovered that the differences between generations are a product of perception, rather than actual differences in values. In other words, we see what we want to see when we group a generation of people together. And while some differences in motivators exist, different generations really aren’t so different at all.

How to Break Through the Stereotypes

So, if millennials are stereotyped and misunderstood, how can you make sound judgments throughout the recruiting process? Behavioral interviews are one important tool that hiring teams can use to evaluate whether or not an individual is a good fit.

Another useful tool is a personality test. Psychologists have found little evidence to show that our personalities change significantly over time, so an individual’s personality at age 14 will look very similar when they are 24, 34, 44, etc., which lends accuracy to the testing.

When used together, personality tests and behavioral interviews can paint a detailed picture of how someone is likely to behave on the job. When you understand the behaviors that drive success in a role, you will be better equipped to match candidates with the behavior patterns you are looking for.

One of the keys to success when attempting to evaluate potential behavior is to focus on how someone behaves over the long term. Why? Because behavior can easily be altered for short periods of time, but inherently, we all revert back to our natural tendencies. This means that behavioral interviews must be thorough and robust, to help identify patterns that show themselves over time.

The Secret Weapon You Need

Gather a group of millennials together who all applied for the same position, and you’ll find that most of them have equal skills and knowledge. But if you spend time talking to individuals for even just a few minutes, you’ll discover that each is quite unique and brings specific strengths and weaknesses to the table.

No matter what generation a person can be classified into, a strong recruiting process looks beyond the superficial and effectively evaluates the likelihood that a candidate will thrive on the job. Even with personality and behavioral testing, this is no easy task. To complicate things even more, many internal HR teams are not equipped with the money, the manpower, the resources or the time it takes to make such strong matches.

When you partner with a strategic recruiting firm, you instantly access the tools necessary to make strong matches. Professional recruiters have the time, resources and experience to thoroughly vet all potential candidates and evaluate them for a strong fit. This frees up your internal staff to focus on business-critical initiatives while your staffing partner focuses on hiring.

Stop focusing on generational labels and start looking at your candidates as individuals with unique experiences, perspectives, talents and goals. This is the only way you can attract and retain the top talent you need to help your business thrive.

Companies adapt to recruit, retain millennials

Companies adapt to recruit, retain millennials

Millennials were the first generation to have smartphones available before adulthood. Text messaging is often their preferred form of communication, and social media was part of many millennials’ high school experience. (Photo/Blue Acorn)Millennials were the first generation to have smartphones available before adulthood. Text messaging is often their preferred form of communication, and social media was part of many millennials’ high school experience. (Photo/Blue Acorn)

By Liz Segrist
lsegrist@scbiznews.com
Published March 24, 2016
From the March 21, 2016, print edition

Search online for “millennials in the workplace” and more than 500,000 results will surface on Google, including “how to train for and manage millennials,” “millennial characteristics” and “how to not irritate the hell out of millennials.”

Millennials are one of the fastest-growing generations in the workforce, and companies are looking for ways to recruit and retain them, according to Charleston-based recruiters and data from the Pew Research Center.

Millennials are defined by Pew as the generation born between 1981 and 1996, meaning adult millennials are now between 19 and 34 years old.

They were the first generation to have smartphones available before adulthood. Text messaging is often their preferred form of communication, and social media was part of many millennials’ high school experience.

Several human resources managers, CEOs and millennial-aged employees said millennials often seek flexible hours, the ability to leave for an appointment or gym class and a micromanagement-free environment.

They said millennials need to feel passionate about their work. They want to be challenged and valued for it. A strict environment can squelch a creative atmosphere, said Taylor Driesell, a millennial and talent acquisition specialist for Blue Acorn, a Charleston-based e-commerce tech firm.

Open floor space, pingpong tables and beer on tap help augment the office’s “cool factor,” but according to Jared Hellman, also a millennial and an optimization account manager at Blue Acorn, his generation desires a culture that truly supports work-life balance.

“I think at the highest level, what’s attractive to me is a place where I can be myself,” Hellman said. “I grew up watching both of my parents compartmentalize their lives so that they were one person at home and one person at the workplace. A lot of us are looking for a place where we don’t have to suppress our playful side at work. We want to be ourselves.”

Millennials in the workplace

When Peggy Frazier was recruiting employees to Apple, she worked a minimum of 60 hours a week, “and loved it.” Now, as vice president of global talent acquisition for Blackbaud, a Daniel Island-based tech firm focused on nonprofits, Frazier said she recruits millennials who want more balance between work and their life outside of it.

“My kids are millennials, and they grew up watching me work crazy hours, and they didn’t want to do that. … It’s a different view of what’s important,” Frazier said.

As the generation continues to become a larger part of the workforce, millennials are sometimes characterized as lazy or entitled. They also are seen as creative and efficient workers, as well as tech-savvy without training, said human resources professionals.

Keyana Cordano works with mostly millennial-aged students as the employee relations and career development director for the College of Charleston’s MBA program.

Cordano said the students often need to hone their verbal and written communication skills when applying for jobs, because “so many of them are used to texting and doing shorthand for everything.” Some of the millennials also need a push to take the initiative to pursue opportunities.

In her experience, nearly all job-seeking millennials want a mission-driven organization that aligns with their values, as well as the option for work-life balance and international travel.

“I don’t think these traits are a stereotype; I think it’s often their personalities. I can’t say it’s everybody, but I work with a very large group of millennials, and they all have similar traits and desires,” Cordano said.

Recruitment

Margaret Pilarski of the Charleston-based marketing firm SeaChange Consulting — and also a millennial — said good benefits, including a 401(k) and health insurance, and an interesting job description are important to her when she is looking for a job.

As the former senior editor of two Skirt publications, Pilarski was laid off when the magazine’s editorial department shut down. During her job search, she said she found mostly impersonal job descriptions that failed to explain the position or company culture well.

“I like a good fit for the place where I’m going to spend most of my waking hours, but so many job listings were dry and, frankly, sad. … I know I do my best work when I’m challenged and believe in what I get to do,” Pilarski said. “Those things aren’t usually apparent at first glance in a job post. … With fewer opportunities to ‘climb a career ladder’ at a place, I think we find value in day-to-day satisfaction rather than over years.”

Pilarski said she wants to see companies offer flexible scheduling. She said her generation is willing to work long hours, but not in a nine-to-five, desk-only environment when technology enables working remotely and after regular business hours.

“The 40 hours a week is just so old-fashioned now,” Pilarski said. “We are truly optimizing the rest of our lives. If I have something in the afternoon, like a doctor’s appointment, I do not want to have guilt for not being present at my desk at the moment.”

Cristy Jamison, a 27-year-old account manager with Touchpoint Communications, said a creative, collaborative office culture that fosters growth were crucial when she was job hunting.

“If leaders give them the ability to grow within the company — through title changes or perks, professional development opportunities, going to conferences or being part of different organizations in the community — that would help keep millennials longer,” Jamison said.

Retention

Tommye Priest, Blue Acorn’s human resources director, said the 130-employee tech firm has a mostly millennial workforce. She said having employees take anonymous surveys about the company and then implementing changes from the responses has been a good way for millennials to have their opinions heard.

“Our generation basically did what we were told,” Priest said of the baby boomers. “Millennials are very vocal; they know what they want and they are willing to fight for it. You have to be open to that.”

Priest said Blue Acorn has created training and mentorship programs to help millennials see a future for themselves within the company. She said learning different ways to reward millennials based on personalities helps instill a feeling of value.

“Turnover is painful. The question companies have to ask is: Do you want valuable employees to stay? These employees bring so much energy, and we need to help them want to stay here,” Priest said.

Five years ago, Virgil Virga said he did not understand the need to get buy-in from his employees on a project — he felt it was their job to do so. Virga, COO of Metronome, a Fairfax, Va.-based IT provider for the federal government with operations in Charleston, said he struggled to retain millennial-aged workers.

Virga said he has since realized millennials typically need to see the passion and reasoning behind why something needs to be done. They have a strong sense “to get their hands on a lot of projects” and “wear a lot of hats.”

“Millennials are not going to tolerate an iron fist. They will be gone, out the door. This forced me to become a much more thoughtful, caring leader. I’m the first one to show emotion, which gives everyone the freedom to do that,” Virga said. “We’re investing in this because nobody wants to lose good, institutional knowledge. It’s all about retention. You want to keep what you have.”

So Virga started baking that concept into his company’s culture. He hired a consultant and implemented a leadership program to help millennials scale and learn new skills. It also was meant to help them work better with employees from different generations, who often have different perspectives and experiences to pull from.

“In my last company years ago, it was like pulling teeth to have people wanting to do things,” Virga said. “Now we have people jumping in who understand the purpose behind why we want to do something, and people are excited for it. To me, that’s invaluable to know that people want to be involved.”

Frazier of Blackbaud said companies should focus on ensuring employees from different generations can work together, but she added that it is also important to understand what’s important to each generation to effectively recruit them.

Millennials often seek a coaching style of leadership from their managers, which spurred Blackbaud to eliminate annual performance reviews.

To keep millennials longer than the average of two to three years — her goal is at least seven years — Frazier said they need the company to invest in them, need to have opportunities to lead and grow within their roles and need to feel they have a voice within the company.

Millennials want a job that helps them make a difference, and one that has “a meaning bigger than themselves,” said Frazier, also the council co-chair for the Charleston Open Source talent attraction campaign.

“It’s all about understanding how to leverage all these different strengths, based on experiences and backgrounds, to create something special,” Frazier said. “The companies that are going to be successful in recruiting are the ones that figure this out.”

Reach staff writer Liz Segrist at 843-849-3119 or @lizsegrist on Twitter.