Coaching Millennials and Gen Zers: More Questions than Answers - by Dr. Peggy Marshall
Last summer many on our faculty attended a conference sponsored by the Association for Coaching and the Institute of Coaching. One presenter, Charlie Stainforth, gave a presentation on Millennial/Gen Z coaching which included recommendations for ensuring that individuals in these generational age groups could receive coaching. As a high Altruistic, I was completely engaged in making this happen along with several of the Global IOC faculty. However, when we began to research the needs, the format, and how best to engage these two groups, more questions surfaced than were answered.
In researching the topic of Millennial/Gen Z coaching, there is very little available in the mainstream media that is not simply a perpetuation of the Strauss-Howe Theory which suggests that historical events are associated with creating generational personas for the entire generation. The four generations who are currently in the workplace include: Generational Differences in the Workplace [Infographic] (purdueglobal.edu)
Baby Boomers—born 1946 to 1964
Generation X—born 1965 to 1980
Millennials—born 1981 to 2000
Generation Z—born 2001 to 2020
Note many of the baby boomers have reached retirement age (66 and some leaving sooner) with the Gen Z just beginning to enter the workplace. The challenge I have with focusing simply on what the social scientists are suggesting is true for each generation is that it lumps everyone in the generation together. In the Forbes article “Generational Differences: When They Matter, And When They Don’t,” the authors suggest that management style, team culture and work motivation are important differences between generations while flexibility, making an impact and individual motivations align across cultures. It is important to focus on commonalities as well as differences as we chart a path for coaching.
A McKinsey study Millennials: Burden, Blessing, or Both? | McKinsey asks the question, “Can you define everyone born between 1980 and 2000 by a handful of generalized characteristics?” In their researched article, the authors suggest that companies can take actions that lead to “a new workplace dynamic spurred by the high expectations of younger employees but meeting a larger need for more thoughtful relations between all workers and employees.” Five actions are targeted; building bridges with data, putting communication on steroids, developing cultures of mentorship, creativity in professional growth, and embedding flexible work into the culture.
“The teacher who is indeed wise does not bid you to enter the house of his wisdom but rather leads you to the threshold of your mind.”
– Kahlil Gibran
The Global Institute of Organizational Coaching is dedicated to being the global premier provider of coach development programs as we create a bridge between evidence-based theory and coaching practice
MESSAGE FROM THE FOUNDER
The month of April is flying by! The faculty at Global IOC continue to offer and help clients invest in their own development through accredited classes as well as designing specialty tracks for coaches who want to specialize at a deeper level on targeted coaching topics.
Again, a reminder that if you already have training or a designation from another professional body, you may qualify for our assessment only tracks for achieving the designations, so definitely explore those opportunities by applying for admission at www.globalioc.com and have a conversation with faculty about next steps.
