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But she got them done. I realized that the vast majority of these tasks shares a common denominator: Their primary beneficiary is me, but not in a way that would actually drastically improve my life. They are seemingly high-effort, low-reward tasks, and they paralyze me — not unlike the way registering to vote paralyzed millennial Tim.

Your boss is never, ever wrong

Tim and I are not alone in this paralysis. Another woman told me she had a package sitting unmailed in the corner of her room for over a year. To my mind, burnout was something aid workers, or high-powered lawyers, or investigative journalists dealt with. It was something that could be treated with a week on the beach.

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But the more I tried to figure out my errand paralysis, the more the actual parameters of burnout began to reveal themselves. Why am I burned out? Why have I internalized that idea? Because everything and everyone in my life has reinforced it — explicitly and implicitly — since I was young. So what now? Should I meditate more, negotiate for more time off, delegate tasks within my relationship, perform acts of self-care, and institute timers on my social media?

How, in other words, can I optimize myself to get those mundane tasks done and theoretically cure my burnout? That has required a shift in the way people within and outside of our generation configure their criticism. Many of the behaviors attributed to millennials are the behaviors of a specific subset of mostly white, largely middle-class people born between and Our parents — a mix of young boomers and old Gen-Xers — reared us during an age of relative economic and political stability.

As with previous generations, there was an expectation that the next one would be better off — both in terms of health and finances — than the one that had come before. But as millennials enter into mid-adulthood, that prognosis has been proven false.

Your boss lies

Financially speaking, most of us lag far behind where our parents were when they were our age. We have far less saved, far less equity, far less stability, and far, far more student debt. And millennials? As American business became more efficient, better at turning a profit, the next generation needed to be positioned to compete. In a marked shift from the generations before, millennials needed to optimize ourselves to be the very best workers possible. And that process began very early. In Kids These Days: Human Capital and the Making of Millennials , Malcolm Harris lays out the myriad ways in which our generation has been trained, tailored, primed, and optimized for the workplace — first in school, then through secondary education — starting as very young children.

Unstructured day care has become pre-preschool. Neighborhood Kick the Can or pickup games have transformed into highly regulated organized league play that spans the year. Unchanneled energy diagnosed as hyperactivity became medicated and disciplined. I spent my recess time playing on the very dangerous! I wore a helmet to bike and skateboard, but my brother and I were the only kids we knew who did. I took piano lessons for fun, not for my future. I took the one AP class available to me, and applied to colleges on paper, by hand!

The goals are somewhat different, but the supervision, the attitude, the risk assessment, and the campaign to get that child to that goal are very similar. Four years postgraduation, alumni would complain that the school had filled with nerds: No one even parties on a Tuesday! There were still obnoxious frat boys and fancy sorority girls, but they were far more studious than my peers had been. They skipped fewer classes. They religiously attended office hours. They emailed at all hours. But they were also anxious grade grubbers, paralyzed at the thought of graduating, and regularly stymied by assignments that called for creativity.

They were, in a word, scared.


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Every graduating senior is scared, to some degree, of the future, but this was on a different level. When my class left our liberal arts experience, we scattered to temporary gigs: I worked at a dude ranch; another friend nannied for the summer; one got a job on a farm in New Zealand; others became raft guides and transitioned to ski instructors.


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  • But these students were convinced that their first job out of college would not only determine their career trajectory, but also their intrinsic value for the rest of their lives. Whether that job is as a professional sports player, a Patagonia social media manager, a programmer at a startup, or a partner at a law firm seems to matter less than checking all of those boxes.

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    Like most old millennials, my own career path was marked by two financial catastrophes. In the early s, when many of us were either first entering college or the workforce, the dot-com bubble burst. When I graduated with a liberal arts degree in and moved to Seattle, the city was still affordable, but skilled jobs were in short supply. I worked as a nanny, a housemate worked as an assistant, a friend resorted to selling what would later be known as subprime mortgages.

    Those two years as a nanny were hard — I was stultifyingly bored and commuted an hour in each direction — but it was the last time I remember not feeling burned out. I had no student debt from undergrad, and my car was paid off. I was intellectually unstimulated, but I was good at my job — caring for two infants — and had clear demarcations between when I was on and off the clock.

    Then those two years ended and the bulk of my friend group began the exodus to grad school. It was because we were hungry for secure, middle-class jobs — and had been told, correctly or not, that those jobs were available only through grad school.

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    Once we were in grad school, and the microgeneration behind us was emerging from college into the workplace, the financial crisis hit. More experienced workers and the newly laid-off filled applicant pools for lower- and entry-level jobs once largely reserved for recent graduates. Change your argument to find compromise, and document your case if you're passionate about your perspective. Just don't win the battle and lose the war. Does your boss constantly use the word "I" when associating with success?

    Do they fail to invite you to meetings to present your own work? They may be intentionally keeping you out of the limelight so that they can stay in it, warns Oliver. Your best option is to manage up and understand the real root of the problem. Do you feel like you've gained nothing after receiving feedback from your boss? Is it so vague that it's not helpful? Your boss may either be unsure of what to tell you, meaning they're not equipped for the job, or they don't want to tell you anything useful, says Oliver.

    Your boss could be withholding information in order to have some kind of advantage. This person is not a team player. When your manager spreads rumors or gossips about the staff, it's disheartening and awkward — and entirely unprofessional. Try segues that bring current projects back into focus: "Hmm, I hadn't heard that. Jokes that are at your expense can be upsetting.

    How Millennials Became The Burnout Generation

    Bad bosses have trouble seeing that by relentlessly teasing people who aren't their equals, it can be hurtful, Taylor explains. Equally as inappropriate, or worse, are bosses who cross the line and flirt. If the comments are merely friendly and build rapport, great. If anything more than that, you have reason to push back and address it privately. Does this sound familiar? In the morning, they tell you one thing. After lunch, it's a different story. Never ask for permission. Instead, simply inform him of your intentions.

    If he has a problem with any of your decisions, he'll let you know. Taylor says fickle bosses are challenging , because they can trigger never-ending false starts. It's often better to wait before going full bore on a whim from this kind of boss, she says. That can give a terrible boss pause, and foster a more strategic approach next time you're given an 'urgent' project. There are few things more aggravating at work than being kept stagnant with the same routine responsibilities over a long period of time, especially after you've voiced interest in expanding your level of contribution.

    One of the most unnerving, telltale signs of a terrible boss is one who rarely lets you know where you or they stand. If they're simply not attentive, that's also a problem. But a bad boss can be a charmer in the morning and a Raging Bull an hour later, depending on events of the day," Taylor says.

    Or, you can be the even-tempered professional who suppresses the 'sky is falling' dynamic. By offering rational thinking — "That's true, but we have until tomorrow to finish the project, and that's more than enough time," for example — you can demonstrate a more constructive approach.


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