Download ppt - Coaching Next Gen

Coaching the Next Generation

Sean Harvey, MSOD, MSEdCareer & Leadership Consultant

2010

Coaching Next Gen© 2010, Boerum Consulting, All Rights Reserved.

Introduction

What percentage of your current clients are Gen Y (20-somethings)?

What’s enjoyable?

What’s puzzling?

What’s frustrating?


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


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 companyloyalty”

- 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


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

Self Actualization

Ego/Esteem

Social/Belonging

Safety/Security

Physiological

Higher

Level

“Intrinsic”

Lower

Level

“Extrinsic”


Generational DistinctionsBoomers (‘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


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


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


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


Five Key Drivers for Gen Y


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


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


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


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”


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


What Gen Y Brings to Coaching

PotentialLong-Term

Clients

IdeasInnovators

Flexibility Resourceful

Energy

Options

Openness

Gen Y Coaching

Client

What do I “want” to

do?

What “should” I do?


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

Selling Your

Services

Framing the Relationship

Framing the Relationship

During the Coaching

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


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.


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”


Questions?

Sean Harvey, MSOD, MSEdCareer & Leadership Consultant

[email protected]

212-695-9520