CEO JAN16_New Age Networking - millennials buidling relationships
Emerging Leaders Impact on Coaching 7-2016
1. 2016
EMERGING LEADERS IMPACT
ON COACHING
NCSU BUSINESS COACHING CERTIFICATE PROGRAM
WESLEY CARTER, GAIL FERREIRA, DALE SMITH, MICHAEL SLEDGE
JULY 2016
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Introduction
When thinking of emerging leadership, it is hard not to think of Millennials and how they
may significantly influence the Coaching profession. They are the largest demographic since the
Baby Boomers and will be the largest generation in the workforce within a few years. When
considering Millennials and their future contributions, a number of factors are important to
understand. Their values, learning behaviors, communication and styles all seem important to
this generation’s future effect on the perception and utilization of Coaching.
Values
When researching Millennials’ values the World Wide Web is a significant contributor.
Sir Tim Berners-Lee (2015), a British computer scientist, founded the World Wide Web
Consortium to develop open web standards, which eventually became the Internet in 1994. Born
between 1980 and 2000, Millennials were the first demographic to grow up with technology
(Brack & Kelly, 2012). They are resourceful, tech-savvy, and our most educated demographic.
Access to the Internet’s steady flow of information during their formative years
influences how millennials approach work. They prefer meaningful work over financial reward
and consider themselves citizens of the world, and as such, readily entertain the opportunity to
work overseas. The need for personal enrichment and fulfillment fuels their desire to integrate
personal with professional. They value flexibility and informal work environments.
Millennials spent their childhood engaged in structured afterschool activities (Klass &
Lindeberger). Hence, they are accustomed to being coached and receiving feedback. This is
evident in their expectation of the same from their employer. Millennials value coaching and
mentoring in lieu of traditional management (Brack & Kelly, 2012).
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The inherent speed and access to information has influenced their perception of time.
They value shortcuts and hackers (Gillenwater, 2015). This generation of natural hackers are
driven to find solutions to global problems (Croke, 2014). Millennials desire efficiency,
flexibility, and agility. They place little value on 20th
century workplace norms.
Millennials are expected to represent 46% of the workforce by 2020 (Brack & Kelly,
2012) and 75% of the workforce by 2030 (Fromm, 2015). Thus, they are the most influential
population. Their average tenure at an organization is two years versus seven years for Baby
Boomers. They are efficient problem solvers because they developed critical thinking skills
amidst the plentiful resources of the Internet highway.
According to Croke (2014), millennials value belonging, recognition, and the need for
ease. They are socially conscious, embracing the one-for-one philosophy of Toms Shoes and
other demonstrations of purpose driven corporate responsibility. For millennials, social action is
a badge of honor. This demographic perfected humblebragging on social media and seeking
recognition to feel unique (Crowe, 2015; Fromm, Lindell, & Decker, 2011). They share ideas,
images, and accomplishments real time. Millennials leverage examples of personal recognition
to build social currency. Generally, their default action is to take the path of least resistance.
This need for ease is often misinterpreted (Croke, 2014).
Millennials value experiences over things (Kadlec, 2015). They crave sensory stimulation
(Palley, 2013). To market to millennials, retailers must offer exclusive events, custom shopping
experiences, and products that enhance connections, such as, travel and entertainment (Cowling,
2015). “Millennials want to make the world a better place and the future of work lies in
inspiring them” (Poswolsky, 2015, para. 1). Ultimately, millennials want their environment,
experiences, and contributions to align with their values.
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Learning Behaviors
Personal Learning
Sources for learning by Millennials are overwhelmingly gained through social media and
the web. Research conducted by Kim Beasley found that social media, email and online word-
of-mouth (chat programs like Skype) comprise the most popular channels for young adults’
seeking news (Beasley, 2014).
Friends are also a powerful component for Millennials seeking information, whether the
interaction is online, in person or through social media. They trust information coming from
friends but also from other young people as well. The importance of friends’ opinions can be
seen when a Millennial is contemplating a purchase. Word of mouth about a product is a
powerful influencer: just look at how many likes a brand gets from online shoppers.
Figure 1
Figure 1 indicates how Millennials get their news but also indicates how they look for
information (YPulse, 2014). Questions could include help with a health issue, developing a skill,
or fixing a leaky faucet. The familiarity with online resources is part of how they live. They
Sources for News
Print-Radio-TV
Internet
Social Media
Word of Mouth
Other
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navigate the web at lightning speed and multitask while on line. They have learned not to accept
just one view and are more open to ideas and group thought as a result. They will listen but want
as much information as they can get to verify accuracy. This has allowed them to develop
critical thinking skills, show ability to work in teams, and be collaborative.
Social media has had a profound effect on this generation and has taught millennials how
to connect and network. This accessibility has often provided opportunities to connect and
develop comfort levels with strangers. There is almost a fearlessness on questioning and asking
for other opinions and help. Blogs have contributed a proliferation of “points of view” and have
become a source for professional and personal exchanges. This has reshaped how relationships
are developed and how information is disseminated.
Work Learning
The employment landscape is changing as well for this generation. According to a UNC
Kenan Flagler study, Millennials want different things from employers than previous generations
(Brack, J. & Kelly, K. 2012). Understanding that this group is the most educated to enter the
work force and are comfortable with the constant use of technology will be critical for
employers. Diane Spiegal, CEO of The End Result, a corporate training and leadership
development company, writes that Millennials want the following from their employers (Speigal,
American Express Open Forum, 2011):
1. Coaching. Millennials were raised with constant coaching and feedback and expect it to
continue in the workplace. Coaching will keep Millennials engaged in their work (Meister &
Willyerd, 2010).
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2. Collaboration. Millennials are natural collaborators, particularly when the group’s purpose and
goals are understood. Spiegal recommends that employers be clear about deadlines and any
business boundaries the group should be aware of.
3. Measures. Millennials were raised with a lot of structure and measuring systems and are
accustomed to understanding how they will be judged and assessed. They expect these metrics to
continue in the workplace, so employers should define clear and consistent job assessment
criteria.
4. Motivation. Millennials want a work environment that is comfortable which inspires them to
contribute without fear of being criticized. They prefer to follow leaders who are honest, have
integrity and who treat them with respect. Leaders should let Millennials know the big picture so
they understand their roles.
Communication
The communication patterns for millennials is multidimensional, but consistency in research
suggest that millennials are pretty straight forward about their desires for communication. Price
Waterhouse Cooper published the “Millennials at Work, Reshaping the workplace article in 2011
after conducting an online survey of more than 7300 graduates across 75 countries, they found
that millennials are quite comfortable with technology (Millennials at work, Reshaping the
workplace, 2011). They are the first generation to grow up with broadband, laptops,
smartphones as well as social media and their expectation is that technology is to be used
extensively in every phase of life. 41% of millennials surveyed felt more comfortable using
technology to communicate rather than face to face contact (Millennials at work, Reshaping the
workplace, 2011). This has caused some conflict with other generations within the workplace
who are more comfortable with face to face contact. There is also an expectation that
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technologies that empower their personal lives will also drive communication and innovation in
the workplace. 59% stated that state-of-the art technology was important to them when
considering a job and 78% said that technology access makes them more effective at work
(Millennials at work, Reshaping the workplace, 2011). All of this has had a profound effect on
businesses seeking to attract millennials. There is more consideration and focus on access to
technology with agencies developing virtual teams and telework environments to align with
millennial attitudes (Myers & Sadaghiani, 2010).
Millennials have specific views about workplace communication beyond technology.
They generally welcome and expect detailed, regular feedback and want praise for good work
(Millennials at work, Reshaping the workplace, 2011). 51% questioned said that feedback
should be given very frequently or continually on the job and only 1% said that feedback was not
important to them. Organizations seeking to attract Millennials will need to set clear
expectations for job performance and plan on giving regular and structured feedback (Millennials
at work, Reshaping the workplace, 2011).
Other aspects of millennial communication is the need for regular access to their
supervisor and the requirement for access to high level information within the company (Myers
& Sadaghiani, 2010). They desire involvement with transparent agencies that discuss goals and
strategies throughout the organization, despite the level (Myers & Sadaghiani, 2010). Another
generality found is that they are happy learning from more experienced employees, are team
oriented and like the process of team decision making. This translates into a business necessity
of developing social environments that foster collaboration and seek input for decision making
(Myers & Sadaghiani, 2010).
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Based on the data presented, there are strong indicators that coaching will be embraced
by millennials. The desire for consistent support and recognition, the need for supervisory
connections with real time feedback and the comfort of communicating virtually rather than in
person could be unique challenges in the workplace. Coaching could provide a linkage to help
assimilate this group into a diverse work environment with its own unique needs and challenges.
The communication patterns indicate that millennials will need support for managing
intergenerational interaction, handling disappointment and assistance with compromise in the
workplace.
Conclusion
Mobile, connected, constant, engaged, purposeful, collaborative, flexible and direct
would provide a summary of traits used to describe the generation of American workers known
as Millennials. Their styles and methods of learning reflect the environments and times in which
they have come of age. Coaches and leaders of all generations should take the time to
understand the uniqueness of this group as they seek to engage and motivate them to be
successful.
Millennials don’t remember a world without cell phones, computers, and the web (Nevid,
2011). They have acquired much of what they know about life and wisdom through the use of
technology and are masters of the smart phone. Accessing information anywhere and at any time
is expected.
They grew up engaged in numerous extracurricular activities, many of which were sports
related and had coaches. They are accustomed to and prefer constant and frequent feedback on
how they are doing and they don’t want ambiguity. Give it to them clearly (Klass, n.d.) No
generation since the 1960’s has been more socially conscious and many of these Millennials
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have spent countless hours involved in activities that they believe matter in making the world a
better place. Work is a key part of their life, not a separate activity and they want it to count.
They have also been overachievers throughout their childhood and early adult life. Keep them
engaged and they will deliver (Meister, 2010).
Group projects and team based activities were a way of life for many of them throughout
their formal educations and extra-curricular activities (Nevid, 2011). They know how to work
with others and often prefer this kind of approach. Don’t ask this generation to punch a 9 – 5
clock. Getting it done wherever and whenever is natural to them (Halliga, n.d.). Multi-tasking is
a way of life and they prefer learning in bit sized chunks, best served up in a multi-media, social-
media style (Fayad, 2015).
So what does this mean for the coaching profession? Really good news! Coaching can
become an integral part of the millennial’s career development plan. Millennials indicate that
they want to work for companies and organizations that give them a say in their career
development. Traditional career-paths where meeting milestones for certain competencies
indicate the promotion readiness of an employee are of little interest. The opportunity to choose
and influence individual skill development and determine the future with an organization would
be important to a Millennial. Additionally, if you don’t promote Millennials and give them
increasing responsibility to learn and expand, the loyalty factor diminishes significantly and their
desire to stay and be a part of the emerging leadership pipeline. The profession of coaching fits
comfortably into this space and should be a significant contributor to emerging leaders in the
future.
Finally, we have identified and included in an appendix a few assessment tools that
would be beneficial to emerging leaders when confronting challenges at work and in their
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personal lives. The first one is an adaptation of the “Wheel of Life”, the second is the “360
Tool” and the final is the “Reframing Tool”. All of which would be useful in determining how
Emerging Leaders are viewing themselves and how others are viewing them. Each of these tools
gives a little different perspective and since we understand that Millennials desire feedback,
these tools would be excellent for the growth they are seeking and could be prominent support
mechanisms for coaches to help with this process.
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References
Beasley, K. (2014). How Do Young Adults Find Their Current News Stories? Retrieved from
https://kimbeasley.com/2013/12/young-adults-find-current-news/
Berners-Lee, T. (2015). History of the Web. World Wide Web Foundation. Retrieved from
http://webfoundation.org/about/vision/history-of-the-web/
Brack, J. & Kelly, K. (2012). Maximizing Millennials in the workplace. UNC Kenan-Flagler
Business School. Retrieved from http://www.kenan-flagler.unc.edu/executive-
development/customprograms/~/media/DF1C11C056874DDA8097271A1ED48662.ashx
Cowling, N. (2015). Millennials want experiences, not stuff: Can brands deliver. Marketing.com.
Retrieved from http://www.marketingmag.ca/consumer/millennials-want-experiences-
not-stuff-column-164421
Croke, B. (2014). How to engage millennials? Appeal to 3 core values, 3 core traits.
GreenBiz.com. Retrieved from https://www.greenbiz.com/blog/2014/10/24/engage-
millennials-and-gen-z-appealing-values-and-traits
Crowe, P. (2015). Here are 7 things millennials value most. Business Insider. Retrieved from
http://www.businessinsider.com/goldman-sachs-millennial-values-2015-5
Fayad, A. (2015, July). Retrieved from ELM: www.elearningmind.com/our-millennials-
ourselves-why-we-should-all-learn-like-gen-y/.
Fromm, J. (2015). Millennials in the workplace: They don’t need trophies but they want
reinforcement. Forbes.com. Retrieved from
http://www.forbes.com/sites/jefffromm/2015/11/06/millennials-in-the-workplace-they-
dont-need-trophies-but-they-want-reinforcement/#39c1b98e5127
Fromm, J., Lindell, C., & Decker, L. (2011). American millennials: deciphering the enigma
generation. The Boston Consulting Group and Barkley. Retrieved from
https://www.barkleyus.com/AmericanMillennials.pdf
Gillenwater, R. (2015). Why Millennials in the workplace ‘don’t care,’ and 4 things you can do.
Entrepreneur.com. Retrieved from https://www.entrepreneur.com/article/246437
Halliga, B. (n.d.). Inc. Hiring. Retrieved from Inc.: www.inc.com/brian-halligan/how-
millennials-think-and-what-to-do-about-it.html
Kadlec, D. (2015). What millennials can teach baby boomers about happiness. Family Finance.
Retrieved from http://time.com/money/4030036/millennials-boomers-buying-
experiences/
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Klass, T. L. (n.d.). Retrieved from Business KnowHow:
http://www.businessknowhow.com/manage/millennials.htm
Meister, J. C. (2010). Mentoring Millenials. Harvard Business Review.
Myers, K. K., & Sadaghiani, K. (2010, June 25). Millennials in the Workplace: A
Communication Perspective on Millennials Organizational Relationships and
Performance. Journal of Business and Pyschology, pp. 225 - 238.
Poswolsky, A. (2015). What millennial employees really want. Fast Company. Retrieved from
http://www.fastcompany.com/3046989/what-millennial-employees-really-want
Millennials at work, Reshaping the workplace. (2011). Retrieved from Price Waterhouse Cooper:
https://www.pwc.com/m1/en/services/consulting/documents/millennials-at-work.pdf
Speigal, D. (2011, July 20). American Express Open Forum. Retrieved from
www.americanexpress.com: http://www.openforum.com/articles/why-hiring-millennials-
is-good-for-your-business
YPulse 32 Broadway #1604, New York, NY 10004 (2014). Study: Millennials and News, Fact
Checked; Retrieved from (YPulse Insight, 2014)
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Pizza and Your Potential! G. Ferreira 7-2016
Appendix 1
Pizza?? Well what better way to “Slice up” the Wheel of Life. And it is something that
everyone loves!
This Pizza tool is an adaptation from the Wheel of Life. For Millennials in particular, their
challenges at work center around how they work in comparison to other colleagues and how
they demand different things of traditional organizations.
As described in our research, we have learned that Millennials as emerging leaders need
guidance and feedback with challenge opportunities and a culture for exploration of new ideas.
In order for them to explore these opportunities and create a playbook of action items, they
really need to examine their level of satisfaction with what is being provided in the workplace.
Areas of
Challenge
What is a
concern?
Priority
How
Important?
Motivation
What drives
you?
What’s
working/ not
working?
What’s
holding you
back?
Goal
What do
you want
from this?
What does
Success look
like for you?
Strategy
How will you
start?
What options
are you
considering?
Action Steps
What will
you do first?
When will
you do this?
How will I
know you’ve
stepped
forward?
The Wheel/Pizza has all of the major “wants” that a Millennial/Emerging Leader is seeking.
These categories are always changeable by the client too. Understanding their level of
satisfaction with each will help them begin their journey.
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Emerging Leader: _______________________________ DATE_____________________
EXAMPLE
89
7
2
4
5
8
6
EMERGING LEARDER WHEEL INSTRUCTIONS
The 8 sections in the Wheel represent areas of focus.
Please change, split or rename any category so that it’s
meaningful and represents a balance career for you.
Next, taking the center of the wheel as 0 and the outer
edge as 10, rank your level of satisfaction with each
area out of 10 by drawing a straight or curved line to
create a new outer edge (see example)
The new perimeter of the circle represents your ‘Wheel’ Is
it a bumpy ride?
Dialogue about
Career
Personal Growth
& Learning
Feedback and
Frequency
Collaboration
Learning
Guidance
an
Alignment of Values
0 10
Opportunities for
new challenges
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Appendix 2
360
http://www.360mirror.org/thnk#information
360 Mirror is a comprehensive 360° leadership development tool. It is developed by THNK to
provide insights into your creative leadership skills. In only a few steps you’ll learn about your
strengths and learning edges, resulting in the ultimate chance to enhance your unique set of gifts.
Offered in collaboration with the THNK School of Creative Leadership, the 360 leadership
assessment gathers feedback from individuals familiar with your leadership to offer a perspective
on your existing skills.
THNK: This global program helps leaders to further develop their creative leadership skills and
master the process of breakthrough innovation. Learn with and from each other in this
transformational experience.
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Appendix 3 Reframe Tool
THE ART OF THINKING DIFFERENTLY
When we’re stuck on a problem or in a situation, sometimes all we need is another perspective.
This new perspective can help us to come up with a new approach or solution. Reframing can be
used both for professional and for private problems. Do you want to:
Rethink the relationship with your parents, partner or boss
Come up with new products or services
Create a new way to help people in your community
