Millennials, born after 1980 and before 2000, are children of the baby boomers. Their parents doted on them, heaping them with praise and building up their own sense of self-worth. Their childhoods were filled with structured activities. While that has certainly happened to some children before, this is the first Internet generation with all that entails. What that entails is previously unimaginable access to data and information, connecting them with each other and the world. With the Internet, information is always available. But it is a raw, unfiltered, incomplete flood that needs to be assessed and merged with experience and skills to be practically useful. In a 2014 survey, 73 percent of Fortune 500 CEO's said their company was struggling with making decisions in light of an exponential growth in available data. This can be a daunting challenge. The brain constantly tinkers with our filters to decide what is critical, what is frivolous and what is dangerous. Often, what seems practical at one point in time turns out to be counterproductive in retrospect. Take this example: No laughing, No smiling, No frowns, No telling of jokes, No visible signs of dissent. These were the posted rules on Henry Ford’s assembly line in 1914. The intent was to get people to focus on work, increase throughput and improve safety. Instead Mr. Ford needed to have on hand more employees than positions available. No texting, No Facebook, No Emoticons, No Twitter, No non-business emails. In 2013, these statements topped the Social Media policy handbook for a Fortune 500 healthcare company. The intent was to get people to focus on work. Instead, the company spent remarkable amounts of money and time on enforcement while watching its employee engagement levels drop precipitously. Have you had problems keeping your Millennials? Are your Millennials not engaged? Are you having issues managing your Millennials? Trying to manage your Millennials? Stop, lead them instead. For Millennials, the line between work and personal time is an artificial boundary. As one student remarked at a CEO Connection Forum on Managing Millennials, “What I do is incredibly convergent with who I am.” It makes no more sense to them for you to worry about their doing personal emails and texts during “work” time than for them to worry about doing work emails and texts on their “personal” time. There is no work time. There is no personal time. There is no work/life balance. There’s just life. This presentation will provide a prescription on how best to deal with the four generations in the workplace.