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Coaching Next Gen
- 1. Coaching the Next Generation Sean Harvey, MSOD, MSEd Career & Leadership Consultant 2010
- 2. Introduction What percentage of your current clients are Gen Y (20-somethings)? What’s enjoyable? What’s puzzling? What’s frustrating?
- 3. Defining the Generations 1946 – 1964 1965 – 1980 1981 – 1995 Source: Deloitte 80M 40M 75M Source: Census Bureau 76M 49M 73M 1946 – 1964 1965 – 1976 1977 – 1994
- 4. Work Attitudes Across Generations Everyone wants to be heard and to be valued “ Work is what we’re all about and we’ve paid our dues to get what we have” - Boomers “ We’ll work more with some flexibility, but forget about company loyalty” - Gen Xers We’ll work flexibly anywhere with complete access to information, but we’ll probably ask you why a lot . You want us to work more? That is just so lame! - Gen Yers
- 5. Common Motivators Meaningful, Challenging & Interesting Work Sense of Accomplishment Ownership of Assignments Full Appreciation for Work Completed Feeling Included in Decision Making Advancement and Growth in the Organization Respectful Manager Tactful Discipline Work/life balance Competitive Salaries Job Security Good Working Conditions Higher Level “ Intrinsic” Lower Level “ Extrinsic” Self Actualization Ego/Esteem Social/Belonging Safety/Security Physiological
- 6. Generational Distinctions Boomers (‘45 – ‘63) Xers (‘64 – ‘79) Yers (‘80 – ‘94) Formative Events War Prosperity Freedom of Expression Globalization, Downsizing, Tech boom, Increase in divorce Networking, 9-11, World Terrorism, Internet Qualities Competitive, Optimistic Independent, Individualistic, Entrepreneurial, Lack Loyalty Diverse, Skilled, Demanding, Sophisticated Assets Social & Political Skills Tech Skills, Educated Multi-tasking Work-ethic Development Areas Technology Skills Social Skills Direction, Focus, Interpersonal & Communications Skills Value Material Success, Free Expression, Equity Skill more than title, Autonomy, Work-life balance Respect, Transparency, Social Responsibility, Collaboration Style Respect Authority, Micromanage, Proactive, Work Hard Skeptical, Reluctant to Network, Outcome Focused, Bend Rules as Needed Plunge Right In, Negotiate, Blend Work/Play, Measure Own Success Key Motivators Give Important Roles Value their Contribution Show Respect Minimize Conflict Autonomy Work/Life Balance Skill Development Credit for Results Quick Growth & Advancement Instant/Constant Feedback Meaningful Work Collaborative Environment Recognition & Rewards
- 7. Some Gen Y Statistics 11% of Gen Y have a parent not born in U.S. 54% are college educated 30% live at home or up to a 1/3 24% get news from newspapers – Majority: blogs, online news sites (Google news), social networking, RSS feeds… 62% think it’s important to have a high paying career 75% have a networking profile – (visit every 2 days) 60% have already switched careers at least once
- 8. Latest Research: Johnson Controls (2010) The Job Highly entrepreneurial Want to contribute and add value right away Want to make a difference and have meaning Expect career mobility and embrace change Don’t want to pay their dues The Work Environment Seek constructive feedback in real time Like strong connections (community) at work Want an office that is environmentally friendly
- 9. Latest Research: Deloitte Global Study (2010) Training & Development = #1 Job Criteria 94% expect a more global environment 80% expect to work overseas Diversity is a given (not an intervention) Seek organizations that are socially responsible Since 2008, money trumps green
- 10. Five Key Drivers for Gen Y
- 11. Driver: Technology Technology: Represents a way to connect to the world Real-time expression, connection, feedback Limited filtering valve Cyber intimacy Extension of oneself (real or avatar) Provides access to unlimited information at little or no cost
- 12. Driver: Uber Consumer Mindset Discriminating consumers who expect: Superior customer service Customized goods and services at any time A clear value proposition for any transaction including employment and education Authenticity and transparency in marketing
- 13. Driver: Shifting Psychological Contract In the workplace, Gen Y employees expect their employers to: Exhibit transparency and open communication Provide meaningful work and opportunities for advancement Behave in a socially responsible way Create a culture that supports teambuilding and collaboration
- 14. Driver: Parental Involvement The impact of the ‘helicopter’ parent: Difficulty to make and own decisions Limited risk taking in organizational settings Need for constant feedback in decision making False sense of possibilities that can lead to indecision and unrealistic expectations Live by the mantra “I am special, deserve the best and can achieve whatever I set my sights on”
- 15. Driver: Increased Competition for Visibility Increased pressure to standout leading to: Over-scheduling and structuring causing dissatisfaction Multi-tasking approach that can lead to cursory mastery of subject matter and errors Burnout and lack of energy or enthusiasm More time required to build relationships Acting out behaviors to stand out Desire to reach 5 minutes of fame
- 16. What Gen Y Brings to Coaching What do I “want” to do? What “should” I do? Potential Long-Term Clients Ideas Innovators Flexibility Resourceful Energy Options Openness Gen Y Coaching Client
- 17. Common Issues Coaching Gen Y Does your brand relate to Gen Y? How flexible are you? Do you tailor your approach? Are you selling value or services? What do you provide that “I can’t find online for free?” Are you current on the market? Are you leveraging technology? Selling Your Services Framing the Relationship During the Coaching Relationship Setting expectations Manage instant gratification Paradox of self-reliance & dependence Comfort in the “grey” Extrinsic versus intrinsic “ Tell me something I don’t know” Difficulty identifying & owning accomplishments Realistically assessing skills Digging deeper Moving beyond “jargonisms” Differentiation Navigating Politics Managing Energy Narrowing Options
- 18. Coaching Strategies 9. Reinforce the value of quality in-person connections. 8. Resist being an extension of a helicopter parent by providing freedom to explore options, make mistakes, and own decisions. 6. Continuously negotiate and manage expectations throughout the process to establish the definition of a successful outcome. 3. Conduct an in-depth assessment to identify the unique motivators and hidden potential. 2. Begin by building rapport by using generational differences as an opening not a barrier. 10. Serve as a mentor around the rules of engagement and org politics. 4. Customize your approach to the client’s specific needs in a flexible way that is grounded in a structured process . 5. Use a variety of techniques to keep it interesting. 7. Focus on the long-term impact versus the quick fix results. 1. Challenge your own assumptions and beliefs around the generational differences.
- 19. Food for Thought “ Millennials are completely recasting the image of youth from downbeat and alienated to upbeat and engaged with potentially seismic consequences for America” Neil Howe, “Millenials Rising”
- 20. Questions? Sean Harvey, MSOD, MSEd Career & Leadership Consultant [email_address] 212-695-9520