Coaching Next Gen

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Text of 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)?
  • Whats enjoyable?
  • Whats puzzling?
  • Whats 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 were all about and weve paid our dues to get what we have -Boomers Well work more with some flexibility, but forget about company loyalty -Gen Xers Well work flexibly anywhere with complete access to information, but well probably ask you whya 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

HigherLevel Intrinsic LowerLevel 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 RolesValue 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 its 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
  • Dont 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 unlimitedinformation 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 transactionincluding 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 supportsteambuilding 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 mantraI am special,deserve the best and can achievewhatever 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 shouldI do? Potential Long-Term Clients Ideas Innovators Flexibility Resourceful Energy Options Openness Gen YCoachingClient 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 cant find online for free?
  • Are you current on the market?
  • Are you leveraging technology?

SellingYourServices Framing theRelationship During theCoachingRelationship

  • Setting expectations
  • Manage instant gratification
  • Paradox of self-reliance & dependence
  • Comfort in the grey
  • Extrinsic versus intrinsic
  • Tell me something I dont 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 qualityin-personconnections. 8.Resist being an extension of a helicopter parent byproviding freedom to explore options, make mistakes,and own decisions. 6.Continuously negotiate and manage expectationsthroughoutthe process to establish the definition of a successful outcome.3.Conduct an in-depth assessmenttoidentify the unique motivatorsandhidden potential. 2.Begin bybuilding rapportby using generational differences as an opening not a barrier. 10.Serve as amentor around the rules ofengagement and org politics. 4.Customize your approachto the clients specific needs in aflexibleway that is grounded in astructured process .5.Use a variety of techniquesto keep it interesting. 7.Focus on the long-term impactversus the quick fixresults.1.Challenge your own assumptions and beliefsaround the generational differences. 19. Food for Thought

  • Millennials are completelyrecasting the image of youthfrom downbeat and alienatedto upbeat and engaged withpotentially seismicconsequences forAmerica
  • Neil Howe, Millenials Rising

20. Questions?

  • Sean Harvey, MSOD, MSEd
  • Career & Leadership Consultant
  • [email_address]
  • 212-695-9520