You're Young Enough to Be My Daughter! Millennial Managers Mentoring … · 2018-05-02 ·...

"You're Young Enough to Be My Daughter!" Millennial Managers

Mentoring Cross-Generational Teams

Presented by:

Sarah Wanger, Director of Outreach

Saint Mary’s University of Minnesota

Today we will….

� Lay of the land

� Define generational preferences

� Analyze mentoring models

� Explore case studies in cross-generational mentoring

� Design a mentoring plan for your team

� Assess success

� Wrap Up and Questions

About Saint Mary’s University of MN

� 6,000 students

� Winona, Twin Cities, Rochester

� Semi-centralized Graduate Admissions

Field Specialist Model

� Regional recruiting model

� Retired K-12 admins & teachers

� Recruit for all GSOE programs

� Staff recruit 50% of inquirents

� Convert almost 80% of apps to admits

Recruitment: Team Effort

Recruitment

Relationships

Data

Processing

Policy

Marketing

Outreach

Enrollment Counselor

Field Specialists

Cross-Generational Outreach Team

Boomers

Gen X

Millennials

Cusper

What does this have to do with admissions?

Increase Enrollment! Team Effectiveness/Staff Retention

Boomers

• Born 1943-1960• Workaholic,

idealistic, loyal, competitive, materialistic, values titles, seeks personal fulfillment, self-centered, political-savvy is key to success

Gen X

• Born 1961-1980• Self-reliant,

cynical, adaptable, distrusts authority, resourceful, entrepreneurial, tech- savvy

Millennials

• Born 1981-2000• Optimistic,

entitled, civic-minded, parental involvement, work-life balance, team-oriented, multi-tasking, impatient, ability & knowledge are keys to success

Adapted from Alsop (2008) The Trophy Kids Grow Up

Poll Question

What is the generational makeup of your team?

www.menti.com

Poll Question

What comes to mind when you think of mentoring?

www.menti.com

What’s this have to do with mentoring?

Mentoring: Types and Functions

Traditional Reverse

� Leadership Development

� Psychological Support

� Role-Modeling

� Technology & Social Media Training

� Global Awareness

� Sustainability

� Modeling Work/life Balance

Paradigm Shifts in Mentoring

20th Century

A nicety

One skill

Prompted by mentor’s generosity

Instinctive kindness

Top down (disciple) approach

Mentor = like mentee

Only one and one-to-one

Early in career

McBride, et al. (2016)

Paradigm Shifts in Mentoring

21st Century

Professional responsibility

Multiple skills

Expectation of org culture

Reciprocal & reverse relationships

Mentor = Not like Mentee

Multiple mentors

Life long learning

Outcomes

Knowledge Exchange

Increased Org Commitment

Feelings of Value

Understanding Communication

Increased Job Satisfaction

Sensitization to work/life

balance, diverse perspectives,

subject matter advances

Insight into consumer

preferences

Reduced turnover intentions

Leadership perception

Reverse Mentoring Models

FormalInformal

Formal- The Hartford Case Study

Set Goals� Strategic

� Tools and trends in social media

� Listening to consumers via social media

� Millennial perspectives on consumer behavior & business trends

� Tactical� Drive org culture change to keep

pace with modern technologies

� Generate project cloud

Formal- The Hartford Case Study

� Recruit mentors

� Resume

� Talent Profile Questionnaire:

� skills, experience, interests

� Letters of recommendation

� Pay attention to

� Trustworthy

� Time for mentoring

� Avoid subordinate/superior pairings

� Match interests/hobbies to mentees

Formal- The Hartford Case Study

Key Components

� Talent Profile

� Guidelines

� Executive Support

� Competition

Informal- My Team

� One-on-one CRM training with Enrollment Counselor

� Weekly half hour Google Hangout

� Each semester- 2 day retreat

CRM Training for Cross-Generational Teams

NO! YES!

Boomer Field Specialists learned about recruiting Millennials…

� phone calls

� emails

� text messages

� Facebook

� coffee

� bugging people

� “enabling”

� patience

Millennials learned about working w/ Boomers

� strengths and experience

� learning differences

� networks

� lunch

� repetition

� “old habits die hard”

� CRM manual

� patience

Considerations for Reverse Mentoring

� Address age norms/prejudices

� Offer avenues for ALL staff to hear from mentors/mentees

� Publicize professional accomplishments to avoid

Boomers = “behind the times” Millennials = “inexperienced”

� Encourage Millennials to step-up

� Especially effective for women & staff of color

Chaudhuri & Ghosh (2012)

Assess!

� Base assessment around goals

� What kind?

� During

� At the end

� One Year Later

� How?

� Surveys

� Interviews

� Focus groups

Which type of mentoring is right for you?

� What are your goals?

� What resources are available?

� Is everyone on the bus?

Design Checklist

�Set goals

�Recruit mentors/mentees

�Arrange logistics

�Provide support

�Assess

Poll Question

What excites/scares you about starting reverse mentoring?

www.menti.com

QUESTIONS?

Sarah Wanger

swanger@smumn.edu

612-238-4559

www.linkedin.com/in/sarahannwanger