I’ve observed that millennials are turning to internal coaches to help them make the behavioral changes they need for growth. With millennials making up the largest segment in the U.S labor force, now is an exciting time to train this prominent generation. However, with this changing workforce comes a different set of values, traits and career motives.
Let’s first look at who the millennials are. Born between 1981 and 1996, this generation is tech-savvy, collaborative and value-driven. I’ve also found they tend to be big-picture thinkers — they don’t get caught up in the small details.
Nonetheless, while we tend to focus on the ways millennials differ from other generations, I believe the reality is, there are only a few distinct traits that set them apart from others. Effectively embracing those traits allows you to forge an impactful partnership with millennials built on trust and empathy.
As an executive coach with firsthand expertise coaching millennials, I’ve found the following behaviors have the most pronounced impact when leading and developing millennial employees:
Encourage their benevolence.
More than any preceding generation, millennials are motivated by having a positive impact on the world. They care about more than just money, and in my experience, they will seek out coaches who champion these same drivers. Empathy, therefore, must be at the forefront of your coaching relationship. Give them space to be vulnerable and revealing at the onset. Find out what inspires them, where their passions lie and what gets them out of bed each morning. Listen with an open mind, and they will be forthcoming. This crucial step will create a relationship of trust and compassion at the forefront and allow your coachee to flourish and evolve. What’s more, they will find ways to connect their passions to the work they do and introduce ways to enrich their workday.
Allow them to think freely.
Based on my observations coaching my own millennial clients, I’ve seen that, as free-thinkers, some members of this generation don’t respond well to simply being told what to do — they value meaningful coaching relationships built on exploratory conversations. For example, if your coachee is struggling to find common ground with a colleague, instead of telling them what to do, opt for being a steward in finding solutions. Ask your coachee reflective questions, such as, “How close are you to a solution?” Challenge them intellectually, and they will get far more out of their developmental experiences with you.
Tap into their natural innovative talent.
Millennials are big-picture thinkers and the more tech-savvy generation, which creates fertile ground for innovation. Help them tap into creativity by listening to and championing their big ideas, from their inventive marketing campaigns to new product ideas. If there are any gaps in their thinking, guide them by asking questions, such as “What part of the situation have you not yet explored?” to prompt solutions. Finally, tie their innovation into their desire to do good and I believe you’ll have created fertile ground for huge breakthroughs.
Focus on mindfulness.
As big picture thinkers, I’ve also found millennials are eager to achieve each task regardless of the hurdles in front of them. This eagerness can sometimes lead them to overlook important details and spread themselves too thin. Nurture their “can-do” attitude positively by encouraging mindfulness. Start small, and incorporate short meditation at the beginning of each session and share breathing techniques to help them stay present. There are many ways to promote mindfulness in this highly digitized age.
Remember that a key element of supporting millennials’ long-term success is to embolden them to take leaps and be more self-sufficient. Embracing the steps above will allow them to unlock their potential and thrive within your organization. Be the coach who provides a gateway to finding solutions as opposed to telling them what to do, and the organization might benefit immensely.
This article originally appeared on Forbes May 8, 2019.
