Our CEO calls me a contrarian, and I think he means it in a good way.

If I don't understand, I'll ask a lot of questions.

Why do we do it this way? Who benefits? How can we do something better and more efficiently?

If I disagree, I'll push back.

A good leader, which is what my colleagues and I are lucky to have, appreciates a dissenting opinion.

Our leadership team was discussing a five-year plan, and I asked: "Why five, when the best you can forecast is three years out? And it gets really blurry on that third year." So, we ended up with a three-year strategy approach. We do have a rough idea of our five-year plan, but we're focusing on just the next three years.

2. Technology is second-nature to us. Millennials understand technology and how to leverage it to get things done. I've helped develop innovative ways to use technology to operate more efficiently and automate our processes.

I helped create our business intelligence team, which has transformed how we use data and leveraged predictive analytics at the credit union. And this is a good time to tell you: I'm far from the only one making this happen. I have a great team and we perform a valuable service. We help other teams leverage data to make better business decisions.

My team and I introduced the idea of scorecards using our own data – not relying on vendor tools. We're now benchmarking ourselves against a number of goals.

3. Millennials know how to collaborate and overcome resistance. Millennials are used to having ideas met with skepticism. Anytime someone proposes a new way of doing something, there are people who balk because "this is the way we've always done it."

Here's what I've learned: Partner with people who want your help. You don't need to get buy-in from the entire organization. Start small. Be willing to work with an ally who sees the value in what you're doing. When you make that person's job easier to perform, suddenly other departments want a piece of what you're doing.

When you're selling something people haven't seen before, you've got to be a partner – not a know-it-all. Collaborate. Be curious. Ask questions. Here are a few questions I ask most often:

• What data do you want to see daily?
• What data would make your job easier?
• What are you tracking manually that you wish you could automate?

4. Millennials are naturally socially conscious. We bring a certain cultural sensitivity to the workplace. I recognize both my whiteness and my "male-ness." I know that, as a white man, there are perspectives I just don't have, no matter how high my emotional intelligence is. I know I need colleagues who have different views from my own to incorporate diversity in thought and experience. I want to know what my female colleagues think, what my colleagues of color think. I've tried to build strong partnerships with people who don't look or think like me. I think most millennials do that.

5. The right culture matters – a lot – to millennials. I wanted to work at Sharonview after getting a loan for an RV through Sharonview. When we went to close the loan, it was such a great experience. My wife and I literally looked at each other and said, "There's something going on here." It was special. I wanted to be part of it.

At Sharonview, we all truly want the best for each other and for our members. We aren't out for ourselves; we are out for the team. We're all striving to do the right thing.

And we're a feedback culture. We take time to help. When I think back on my early days at Sharonview – seven years ago – I see myself as an all-star who didn't know how to play on a team or understand the value of teamwork. I could get the job done, but I didn't see that how I got it done mattered, too. I've had, and continue to have, great mentors here. They've taught me self-awareness.

As my leadership skills improved, people started seeking me out as a mentor. I always say: I don't want people to step in the same potholes I stepped in.

6. Millennials like to mentor. I have about 20 people – both older and younger than me – I'm mentoring now. It's an honor. Still, when someone asks for my help, I don't say "yes" right away. There has to be an interview of sorts. I need to see if they're in it for the right reasons and if I think I can be of service. They need to figure out if I'm the right guy for them, too.

Anyone I meet with is going to have to put in the work. There's a book, "The Effective Manager," by Mark Horstman that I give anyone who asks for my guidance. I ask people to read that book and then come back and talk to me. Not everyone wants to take that step, and that's fine.

7. Millennials are relatable. I've had younger teammates tell me they think of me as "their voice" at the leadership table. It wasn't that long ago that I was a frontline worker. I remember what it was like. When we're making decisions that impact employees, I always want to consider how it will land with them. Are we doing the right thing by them?

I'm lucky to work for an organization that values all voices, including mine. I know I'm biased, but I think every organization could benefit from having a millennial in the C-suite.

Blaine Lahrs

Blaine Lahrs is SVP of Digital & Innovation for the $1.6 billion, Indian Land, S.C.-based Sharonview Federal Credit Union.