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Coaching Next Gen

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Coaching Next Gen

  1. 1. Coaching the Next Generation Sean Harvey, MSOD, MSEd Career & Leadership Consultant 2010
  2. 2. Introduction <ul><li>What percentage of your current clients are Gen Y (20-somethings)? </li></ul><ul><li>What’s enjoyable? </li></ul><ul><li>What’s puzzling? </li></ul><ul><li>What’s frustrating? </li></ul>
  3. 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. 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. 5. Common Motivators <ul><li>Meaningful, Challenging & Interesting Work </li></ul><ul><li>Sense of Accomplishment </li></ul><ul><li>Ownership of Assignments </li></ul><ul><li>Full Appreciation for Work Completed </li></ul><ul><li>Feeling Included in Decision Making </li></ul><ul><li>Advancement and Growth in the Organization </li></ul><ul><li>Respectful Manager </li></ul><ul><li>Tactful Discipline </li></ul><ul><li>Work/life balance </li></ul><ul><li>Competitive Salaries </li></ul><ul><li>Job Security </li></ul><ul><li>Good Working Conditions </li></ul>Higher Level “ Intrinsic” Lower Level “ Extrinsic” Self Actualization Ego/Esteem Social/Belonging Safety/Security Physiological
  6. 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. 7. Some Gen Y Statistics <ul><li>11% of Gen Y have a parent not born in U.S. </li></ul><ul><li>54% are college educated </li></ul><ul><li>30% live at home or up to a 1/3 </li></ul><ul><li>24% get news from newspapers – </li></ul><ul><ul><li>Majority: blogs, online news sites (Google news), social networking, RSS feeds… </li></ul></ul><ul><li>62% think it’s important to have a high paying career </li></ul><ul><li>75% have a networking profile – (visit every 2 days) </li></ul><ul><li>60% have already switched careers at least once </li></ul>
  8. 8. Latest Research: Johnson Controls (2010) <ul><li>The Job </li></ul><ul><li>Highly entrepreneurial </li></ul><ul><li>Want to contribute and add value right away </li></ul><ul><li>Want to make a difference and have meaning </li></ul><ul><li>Expect career mobility and embrace change </li></ul><ul><li>Don’t want to pay their dues </li></ul><ul><li>The Work Environment </li></ul><ul><li>Seek constructive feedback in real time </li></ul><ul><li>Like strong connections (community) at work </li></ul><ul><li>Want an office that is environmentally friendly </li></ul>
  9. 9. Latest Research: Deloitte Global Study (2010) <ul><li>Training & Development = #1 Job Criteria </li></ul><ul><li>94% expect a more global environment </li></ul><ul><ul><li>80% expect to work overseas </li></ul></ul><ul><ul><li>Diversity is a given (not an intervention) </li></ul></ul><ul><li>Seek organizations that are socially responsible </li></ul><ul><li>Since 2008, money trumps green </li></ul>
  10. 10. Five Key Drivers for Gen Y
  11. 11. Driver: Technology <ul><li>Technology: </li></ul><ul><li>Represents a way to connect to the world </li></ul><ul><ul><li>Real-time expression, connection, feedback </li></ul></ul><ul><ul><li>Limited filtering valve </li></ul></ul><ul><ul><li>Cyber intimacy </li></ul></ul><ul><ul><li>Extension of oneself (real or avatar) </li></ul></ul><ul><li>Provides access to unlimited information at little or no cost </li></ul>
  12. 12. Driver: Uber Consumer Mindset <ul><li>Discriminating consumers who expect: </li></ul><ul><ul><li>Superior customer service </li></ul></ul><ul><ul><li>Customized goods and services at any time </li></ul></ul><ul><ul><li>A clear value proposition for any transaction including employment and education </li></ul></ul><ul><ul><li>Authenticity and transparency in marketing </li></ul></ul>
  13. 13. Driver: Shifting Psychological Contract <ul><li>In the workplace, Gen Y employees expect their employers to: </li></ul><ul><ul><li>Exhibit transparency and open communication </li></ul></ul><ul><ul><li>Provide meaningful work and opportunities for advancement </li></ul></ul><ul><ul><li>Behave in a socially responsible way </li></ul></ul><ul><ul><li>Create a culture that supports teambuilding and collaboration </li></ul></ul>
  14. 14. Driver: Parental Involvement <ul><li>The impact of the ‘helicopter’ parent: </li></ul><ul><ul><li>Difficulty to make and own decisions </li></ul></ul><ul><ul><li>Limited risk taking in organizational settings </li></ul></ul><ul><ul><li>Need for constant feedback in decision making </li></ul></ul><ul><ul><li>False sense of possibilities that can lead to indecision and unrealistic expectations </li></ul></ul><ul><ul><li>Live by the mantra “I am special, deserve the best and can achieve whatever I set my sights on” </li></ul></ul>
  15. 15. Driver: Increased Competition for Visibility <ul><li>Increased pressure to standout leading to: </li></ul><ul><ul><li>Over-scheduling and structuring causing dissatisfaction </li></ul></ul><ul><ul><li>Multi-tasking approach that can lead to cursory mastery of subject matter and errors </li></ul></ul><ul><ul><li>Burnout and lack of energy or enthusiasm </li></ul></ul><ul><ul><li>More time required to build relationships </li></ul></ul><ul><ul><li>Acting out behaviors to stand out </li></ul></ul><ul><ul><li>Desire to reach 5 minutes of fame </li></ul></ul>
  16. 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. 17. Common Issues Coaching Gen Y <ul><li>Does your brand relate to Gen Y? </li></ul><ul><li>How flexible are you? </li></ul><ul><li>Do you tailor your approach? </li></ul><ul><li>Are you selling value or services? </li></ul><ul><li>What do you provide that “I can’t find online for free?” </li></ul><ul><li>Are you current on the market? </li></ul><ul><li>Are you leveraging technology? </li></ul>Selling Your Services Framing the Relationship During the Coaching Relationship <ul><li>Setting expectations </li></ul><ul><li>Manage instant gratification </li></ul><ul><li>Paradox of self-reliance & dependence </li></ul><ul><li>Comfort in the “grey” </li></ul><ul><li>Extrinsic versus intrinsic </li></ul><ul><li>“ Tell me something I don’t know” </li></ul><ul><li>Difficulty identifying & owning accomplishments </li></ul><ul><li>Realistically assessing skills </li></ul><ul><li>Digging deeper </li></ul><ul><li>Moving beyond “jargonisms” </li></ul><ul><li>Differentiation </li></ul><ul><li>Navigating Politics </li></ul><ul><li>Managing Energy </li></ul><ul><li>Narrowing Options </li></ul>
  18. 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. 19. Food for Thought <ul><li>“ Millennials are completely recasting the image of youth from downbeat and alienated to upbeat and engaged with potentially seismic consequences for America” </li></ul><ul><li> Neil Howe, “Millenials Rising” </li></ul>
  20. 20. Questions? <ul><li>Sean Harvey, MSOD, MSEd </li></ul><ul><li>Career & Leadership Consultant </li></ul><ul><li>[email_address] </li></ul><ul><li>212-695-9520 </li></ul>

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