Leading younger generations

When asked how to lead, allegedly Confucius implied: "…….. be final and kind to all; then they will be faithful ….. advance the good and teach the incompetent; then they will eagerly seek to be virtuous." (The Analects)

In these transformative times, how do you lead younger generations in the workplace? As I am fast approaching the big 5 zero milestone ?? I am certainly grappling with this inquiry.

In this edition of Seeds for Growth, I try to elaborate on the topic, starting from a key principle of mine: everyone is seeking connections, meaning and growth. As a minimum, therefore, to lead younger generations we need to address these key (and intertwined) areas:

Young generations need Connections

Succeeding in the transformative age comes down to having a deep sense of purpose and strong relationships, and this is also the essence of leadership today. Leveraging the power of networks and relationships.

As a leader, connections are vital to having better intergenerational relationships gift younger generations with the art of networking and unlock key connections to them. To younger generations, having the right people around and available to them is key, as they navigate their blossoming careers. It is therefore important to provide the correct level of support and guidance about developing relationships skills. Trust, communication and feedback just to name a few.

A great way to unlock relationships is also by to instilling collective leadership within young peer groups. Facilitating meetings, delivering projects, working outside of a hierarchical structure, to enable diverse teams from all corners of the company to come and contribute to something together and expand their networks at scale.

Also, consider how to connect: the way each generation connects is different, and it's crucial to meet them the way they prefer. For instance, Millennials tend to reveal a lot about themselves as this is how they find common ground with the people they're interacting with. As a leader remember always to connect with empathy, and lead with compassion.

Young generations need Meaning?

The ‘Great resignation’ has shown many organisations that offering a job is no longer enough (has it ever been?). Employees need to know and feel that they’re playing a part in something, and companies and industries are finding it more and more difficult to tell their compelling story in an authentic way.

As a leader, you need to be able to share a vision that your people are drawn towards. You need to encourage them to look beyond their current role, look out further. Ask them: “who do you want to become”? Remind them that they will always have the opportunity to learn, stretch and grow and raise to the challenges if they keep a can-do attitude and an open, curious and brave mindset. A growth mindset.

It is no longer ‘time in service’ that breeds loyalty, it is a sense of personal purpose. Personal purpose?is what most fulfils employees professionally and personally. It guides how they think, act and develop so that they find personal meaning in what they do.

As a leader, you also need to help them connecting?their?personal purpose to?their?work - and understanding how?they contribute to the broader team and company purpose. Having that north star will help them navigate their careers and show up with intent even on the toughest days.

Young generations need Growth

Younger people are in the stage of deciding, "Who will I become?" What motivates them is figuring out what skillset they should develop and how to hone those skills to become whoever they want to be. As a leader, you need to support them in the developing the skills they need to meet ′what is next′ and urge them to invest in themselves: to embrace continuous learning, learning on the job (unlocking projects and opportunities) and of course to invest in their personal and professional leadership development. Finding opportunities that will provide each person with what they're looking for will go a long way in building a relationship with them.

Younger employees tend to value the chance to direct their own learning and shape their future career. Development is hugely important and, if given the opportunity, a ‘create your own’ style is preferred. Having a suite of learning options to pick and choose from, from online courses to coaching and personal development resources is essential to satisfy their insatiable appetite for learning. By nudging them in the right direction, we can play a huge role in helping them shape their careers, enabling the motto: “it is your career, it is yours to build”.

PS If there is one Leadership skill I encourage you to suggest investing time on for younger generations is Curiosity. Curiosity is such a strong foundation for developing a growth mindset so they can keep learning; but also, curious people are known for having better relationships, and other people are more easily attracted and feel socially closer to individuals who display curiosity.

?A final note – on reverse mentoring

To take your Leadership skills towards younger generations to the next level, you can consider kickstarting reverse-mentoring programs: bridging the cultural gap by cultivating mutual understanding, empathy and appreciation.

In reverse mentoring, a junior team member enters into a professional friendship with someone more senior, and they exchange skills, knowledge, and understanding. This is not a new idea. In the late 1990s, General Electric asked 500 of their top executives to seek out mentors from among new employees. Reverse mentoring recognizes that there are skills gaps on both sides, and that each person can address their weaknesses with the help of the other's strengths.

PS Lead others, yes, but lead yourself first ?? and when in doubt, this a good place to start!