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.
From a coaching perspective, I see a myriad of organizational opportunities. First, in creating coaching cultures, it is possible to help managers and leaders shift mindsets about labels for a specific group to focusing on the individuals and the needs of the individuals. Yes, the individuals belong to a given generation but what else needs to be surfaced in order to coach that individual effectively? Second, ensure that current and emerging leaders have highly developed communication skills to provide timely feedback and individually crafted development opportunities. Third, organizations can create mentor relationship that begin when an individual enters the workplace and continues throughout the career of the individuals. The focus on mentorships have to include training on relationship building, communication skills, and understanding differences and may change when the individual needs a different focus or chooses a different direction. Finally, creating rotation programs and leadership of temporary projects which are energizing for the Millennial group and potentially solve organizational challenges but create loyalty to the organization.
Now to the individual Millennial coaching client. (I am leaving out the Gen Zer here as they are just entering the workforce and the organizational ideas shared previously benefit this group.) Willyerd in her HBR article Millennials Want to Be Coached at Work (hbr.org) shares that Millennials want authenticity, inspiration and feedback which is very similar to what coaches currently provide to clients. However, some authors are now suggesting that the coach will need to adapt coaching practice to this group of clients based upon personal communication style preferences. I, however, do not share that belief as I believe that the issue is one of tweaking coaching practice which is done to accommodate all clients. What we cannot lose sight of as coaches is the empirical research on the importance of the coaching relationship that has been foundational to coaching. We need to avoid building coaching practices that are simply based upon generational theory that lumps individuals into one large group and instead ask the client about their preferences during initial and subsequent conversations with the client. By this, we may need to integrate different needs for communication into coaching that respects the best of current coaching practices in alignment with what the client needs. A hybrid of in-person meetings such as Zoom calls with in-between feedback via text or email could be a format for coaching. Until we have empirically tested theories about practice, we need to be researchers in our own coaching practices and ensure that information is brought back into theory.
We do indeed have more questions than answers. What do the Millennials and Gen Zers need with regards to coaching? This is especially true given the Gen Zers are just now entering the workforce. Do coaches focus efforts on strengthening organizations with regards to creating dynamic cultures that represent the needs of all groups or put more focus on individuals within each generation? How can coaches adapt to the evolving needs of Millennial and Gen Z clients while remaining true to the empirical researched practices that have been the practices of the coaching field?
These and other questions will be discussed by Global IOC faculty on April 28th at 10 AM EST https://us02web.zoom.us/j/85671563794?pwd=TmNGbVNEYXc5LzdVcDdnUzhwdWhCdz09. Don’t miss what portends to be an exciting and illuminating conversation!