Millennials would put taxpayers at the top of the organizational chart. They understand that the customers are the crown jewels of public service. They recognize that voters know 100% of what is wrong with the federal government. They would listen to their constituents with a customer service model based on the following principle: “The answer is yes, what is the question.”

Front-line employees are the second most important grouping in the Millennial Organizational Chart because they get the fact that their people are their most important assets-more valuable than the land, buildings and computer systems. They realize that 95% of their most prized resources walk out the door every day and have a choice about where they want to work.

They comprehend that their people want to get better at something that makes a difference in their personal and professional lives. They connect to the notion that the personal core values of their workers must connect to the internal principles of Federal agencies they work for.

Millennials appreciate the fact that like customers, front-line employees know 100% of the problems in the federal space. They are in the fox holes of customer service taking and dodging the bullets of the federal market place. Millennials know that the employees closest to the challenges are in the best positions to resolve those difficulties.

Millennials would rank middle managers as the 3rd most important group on their organizational work chart. Not because of their lack of value but in recognition they are the conductors who make the trains run on time. They stand in the breach as facilitators, motivators and communicators between customers, employees and upper management since they know 75% of the problems in the federal workplace.

Probably the most profound notion of Millennial management is the belief that executive managers are the least important grouping on the organizational work chart. Why you may ask?
Millennials are acutely aware of the fact that the positions executives hold in the organization provide the weakest view of the challenges in the workplace.

Millennials know about the Dunbar Rule. They have embraced the notion that human beings can maintain only 150 offline and online relationships. They grasp the fact that emotional closeness declines by 15% due to the lack of regular contact in the workplace as the intimacy of affiliations fluctuate over time.

To address this void, Millennials put their faith in midlevel managers to fill the breach between front line employees and executives. They understand that the bigger an organization, the larger the role of midlevel managers who maintain tight connections with the people who do the lion’s share of the work.

Finally, Millennials hold deep in their hearts that federal service is about purpose and dreams. They understand that to get the most out of their people, they must get their colleagues on a purpose filled path to success.

I don’t know about you but Millennials sound like the kind of leaders I would love to work for.