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The demographics of the workplace are changing. The U.S. Bureau of Labor Statistics indicates that by 2031, Millennials and Gen Z will make up three fourths of the labor force in America, with Millennials currently the largest generational block in the workplace. As young employees begin their careers and new generations step into management and leadership roles, it is important to understand how to engage and motivate individuals across generations.
Today, younger employees are more likely to want to interact with colleagues and leaders, to engage in discussion around important topics, and have permission to ask questions. Employees want to know they have a voice, that they belong and are valued in their organization. While fair compensation is important to all generations, younger employees are also motivated by their emotional needs being considered. Authentic relationships are important, as is understanding how different individual roles contribute to a greater purpose. Consider the following as you look to motivate different generations on your team:
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Younger generations are growing up with unprecedented access to news, images, and information often portraying traumatic experiences and situations. In addition, they are connected 24/7 to friends and family members who may be struggling with trauma, mental health issues, or other concerns. The result is that many Gen Zers, in addition to experiencing trauma in their own lives, are coping with vicarious trauma.
Vicarious or secondary trauma occurs when exposed to someone else's trauma--trauma you have not experienced yourself, but learned about from other people or sources. In the past, vicarious trauma was especially notable in professionals working in the medical field, counseling, social work, emergency services and similar fields. Today, however, the constant exposure to information can result in an increased risk of vicarious trauma for anyone, especially for young people who are still developing their understanding of the world, self awareness, and self management skills. On this month's episode of The Leading Tomorrow podcast, I am joined by James LaLonde to discuss how we can help protect young people, and support them when they are experiencing the effects of vicarious trauma. Some of the strategies discussed include:
 Much has been written about the increased mental health concerns facing Gen Z and Gen Alpha. In addition, as I talk to employers and educators, I often hear how many young people today lack the problem solving and critical thinking skills we saw in older generations at the same age. As we consider ways to support the health and growth of young people around us, we often overlook some of the best tools and opportunities at our disposal: fun and free play.
Neil Postman wrote, “It is not conceivable that our culture will forget that it needs children; but it is halfway toward forgetting that children need childhood. Tim Elmore, in his book Marching Off the Map wrote that childhood as we have known it historically is disappearing, and that a strange paradox is emerging in young people as a result. We are witnessing the extinction of childlikeness and the extension of childishness. The reality is that free, unstructured play builds skills and maturity. When young people can play without an adult to dictate every action and guideline, and provide every resource, they have to start relying on their own abilities to problem solve, find solutions, resolve conflict, and exercise creativity. Furthermore, when they achieve something on their own, whether it is building a fort, designing a new game, writing a song for fun, or creating a small business idea, the resulting sense of fulfillment produces intrinsic motivation that helps them overcome apathy. When they encounter a complication and are able to overcome it, using their own skills and ideas, they gain confidence and resilience to face the next obstacle. Fun activities that have no predetermined purpose allow young people to just explore, problem solve, and test their skills and ideas. Free play can also help decrease stress and anxiety by giving them time to just think and be. One of the best gifts we can give young people around us this summer is to model what it looks like to disconnect from our devices and step away from our structured task list and just have fun. Invite them to join you, or give them opportunities to do so themselves. If this is a skill they have never developed, they may need some help getting started, but it will be a skill they can benefit from the rest of their lives. For more on free play, check out this article, or listen to the most recent episode of The Leading Tomorrow Podcast.  The oldest members of Gen Z (b. 1996-2010) are now young adults and many are looking for or starting new jobs. This is a generation that has carried smartphones in their back pocket since adolescence and they entered adulthood amid a pandemic. As a result, their expectations as they begin working with a team are often very different than previous generations. Organizations and leaders that want to equip and retain young team members benefit from understanding and responding to their expectations and supporting their needs. Dorsey and Villa's book, Zconomy: How Gen Z Will Change the Future of Business—and What to Do About It, offers some helpful insights on Gen Z in the workplace.
Here are a few quick ideas to consider as you onboard young team members:
Check on this month’s episode of The Leading Tomorrow podcast for more on effective ways to onboard new Gen Z team members.  More and more Millennials are stepping into leadership and management positions. In many cases, they are overseeing various generations. Their teams can include Generation Z, now entering the workforce as college graduates, to Boomers, who are sometimes the age of their parents or even grandparents. This age diversity produces challenges for even experienced managers. For Millennial managers, often navigating their first supervisory role, it can produce stress and uncertainty. Here are a few reminders for Millennial managers as you learn and grow as a leader:
Healthy leadership requires incredible self-awareness, courage, and sacrifice. As a new manager or leader, you need support. Find a mentor or friend who can encourage you, help you process the situations you are navigating, and provide honest feedback. You’ve got this!  Springtide Research Institute recently released their annual State of Religion and Young People report. The focus this year was on the mental health of young people ages 13 to 25. In this research study, 47% of young people say they are moderately or extremely depressed; 55% of young people say they are moderately or extremely anxious; and 57% of young people say they are moderately or extremely stressed. This study, like others, confirms that Gen Z is in the midst of a mental health crisis. So, what can we do to support them?
In the report, Springtide identifies three important qualities to help support the mental health of young people in our organizations, churches, and teams: 1). Connection. Strong connections result in a sense of belonging, and belonging correlates with mental wellness. Belonging often occurs when young people understand that they are noticed, valued, and known by the people around them. When we create environments, activities, and interactions that help facilitate meaningful connections and relationships, we help support mental wellbeing for young people around us. 2). Expectations. Expectations are the standards that young people feel they need to meet or exceed in order to be accepted. If expectations feel unachievable, unclear, or unfair, young people can become discouraged, and their mental health can suffer. Providing tools, mentoring, and encouragement can help young people navigate expectations in ways that result in success and fulfillment. 3). Purpose. Feeling connected to something or someone greater than oneself can create a sense of purpose that supports mental wellbeing. Sometimes young people need mentoring or coaching to help them connect what they are doing or their plans for the future to a greater purpose. For more on how to support the mental health of Gen Zers in your life in 2023, check out this month's episode of The Leading Tomorrow Podcast, or get a copy of Springtide's most recent report.  I was recently presenting to a group of Gen Z college students. In discussing challenges and barriers they face, one of them commented, “the older generation frowns on us.” While I have heard similar comments in the past, there was a deep sadness that struck me in this statement. Generational misunderstandings are not new, but today young people desperately need hope and encouragement. They need trusted leaders and mentors to believe in them and tell them so.
Dr. Tim Allchin wrote an article titled The Power of Encouragement. In it he discusses benefits of encouragement. He explains that encouraging words create results that are positive. In my presentations, I often get the question, “aren’t we just catering to young people’s sense of entitlement when we give them encouragement instead of correction?” Dr. Allchin indicates, “Some might wonder the danger of speaking too much encouragement when they feel like criticism might have been more warranted. However, we never lose when we give sincere encouragement, even though other types of conversations are needed as well in healthy relationships. If we aren’t in a pattern of regular and sincere encouragement, other types of hard conversations will have a lesser impact, because we do not have a consistent track record of being an encourager. Encouragement is a more powerful motivator than criticism every day of the week…if our words are going to be valuable to others, we need to learn to be a wise reprover, one that reflects a balance of grace and truth with a combination of hope and help.” Relationships with a lot of criticism and little encouragement usually fail to bring great value. Dr. Allchin explains, “If you want to help others grow, practice encouragement ten times as often as you bring a word of correction.” We don’t lose by encouraging others, even if they are not ready to hear correction yet. Young people learn to trust those who are sincere and speak the truth in love. It takes courage to change, and one of the greatest gifts we can give a young person is the confidence that they can really grow, change, and make a positive impact. It is interesting to consider how different our families, organizations, and society would be if we were committed to encourage more than we criticize. As we head into the holiday season, one of the greatest gifts we can give the young people in our lives is that of encouragement; for them to know that we “smile” rather than “frown” on them. For more on the best gifts we can give Gen Z and Gen Alpha, check out this month’s episode of The Leading Tomorrow Podcast.  Engaging multiple generations in any context can be challenging, but within established teams and organizations there can be unique barriers to effectively adapting to new expectations and needs. In these contexts, leaders need to be aware of their own mindsets toward younger employees, team members, and clients. It is also important to consider what assumptions we might be making that could result in confusion for those we are hoping to engage and equip. Steve Moore, President of Growing Leaders once said, “When institutional activities last more than one generation of leadership, the assumptions behind those activities become invisible to the current membership.” What is considered “self-evident” to most senior leaders may not be apparent to many new employees or participants. In this month's episode of The Leading Tomorrow Podcast, I talked with Doug Harrison, Director of Strategy and Innovation at Mission Aviation Fellowship. We identified several key mindsets and action steps critical for leaders and organizations in effectively engaging the next generation. These include the following:
 The following is a guest contribution written by leadership coach Dr. Bethany Peters:
Recent research shows us that coaching in the workplace has significant benefits: employees who are coached can experience increased productivity, enhanced clarity, a boost in confidence, and improved communication skills, among other benefits. But what is coaching, exactly? Sir John Whitmore, a leading contributor to the coaching profession, defined it as a process of “unlocking people’s potential to maximize their own performance.” Coaching is distinctly different from other professions such as mentoring, consulting, and therapy. Although all of these are valuable sources of support, coaching employs a more facilitative approach to:
What value does a coach approach have for supporting the next generation? More than ever, an engaging relationship with a manager is vitally important to retaining young adults. When a manager takes an intentional, personalized approach to promote growth and development in the workplace, that style of leadership is much more likely to generate loyalty and commitment from members of Generation Y and Z. The coach approach appeals to young adults with its focus on:
A coach approach is grounded in trust-filled relationships and characterized by a commitment to:
If you are interested in leveling up your coaching skills, and learning how to take a coach approach in your specific setting, consider doing it with a group of other leaders and influencers… Six Weeks to a Coach Approach is an interactive, group coaching program launching this September, facilitated by leadership coach Dr. Bethany Peters. Social Media: https://www.instagram.com/theleadershipcoachinglab/ https://www.linkedin.com/in/bethany-d-peters/  Bradberry and Greaves, in their great little book, Emotional Intelligence 2.0 said the following:
Of all the people we’ve studied at work, we have found that 90 percent of high performers are also high in EQ [emotional intelligence]. On the flip side, just 20 percent of low performers are high in EQ. People who develop their EQ tend to be successful on the job… [and] make more money-- an average of $29,000 more per year than people with low EQs. The link between EQ and earnings is so direct that every point increase in EQ adds $1,300 to an annual salary. While emotional intelligence--which includes skills like self-awareness, empathy, and relationship management--is emerging as critically important for leaders today, given the prevalence of technology, many young people are lacking in these skills. As we head into graduation season, many high school seniors and graduating college students are facing new challenges and opportunities which will require increased emotional intelligence. As leaders, teachers, parents, and mentors, we can encourage them to grow in these important skills that will benefit them for the rest of their lives. Here are a few ideas for helping the graduate in your life:
For more on students and emotional intelligence, check out this month’s episode of The Leading Tomorrow Podcast, where I chat with Gen Z high school graduate, Ariana Chaparro, about self-awareness and self-leadership. |
AuthorDr. Jolene Erlacher is a wife, mommy, author, speaker, college instructor and coffee drinker who is passionate about empowering the next generation of leaders for effective service! Archives
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