Mentoring

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Generation X and The Millennials: What You Need to Know About Mentoring the New Generations
by Diane Thielfoldt and Devon Scheef
August 2004


Which of the following means the most to you?
  • Elvis joins the Army.
  • Jimi Hendrix dies
  • MTV debuts.
  • Kurt Cobain dies.

Your answer, of course, depends on your age—or more specifically, on the generation you belong to. While pop music milestones may not seem all that important, the sum total of experiences, ideas and values shared by people of different generations makes for a melting pot of work approaches and priorities. Once you understand where the newer generations are "coming from," as a Boomer (born 1946-1964) might say, it’s easy to target your mentoring style to bring out their strengths and make the most progress. Remember to discard biases and pre-conceived notions, and you and your mentees from all generations enjoy your generational differences—and similarities!

Generation X
Millennials
Born 1965-1976
51 million
Born 1977 – 1998
75 million
Accept diversity
Pragmatic/practical
Self-reliant/individualistic
Reject rules
Killer life
Mistrust institutions
PC
Use technology
Multitask
Latch-key kids
Friend-not family
Celebrate diversity
Optimistic/realistic
Self-inventive/individualistic
Rewrite the rules
Killer lifestyle
Irrelevance of institutions
Internet
Assume technology
Multitask fast
Nurtured
Friends = family
Mentoring Do’s
· Casual, friendly work
environment
· Involvement
· Flexibility and freedom
· A place to learn
Mentoring Do’s
· Structured, supportive work
environment
· Personalized work
· Interactive relationship
· Be prepared for demands, high
expectations

Source: The Learning Café and American Demographics enterprisingmuseum 2003.

Generation X: Declaring their Independence

The 51 million members of Generation X, born between 1965 and 1976, grew up in a very different world than previous generations. Divorce and working moms created "latchkey" kids out of many in this generation. This led to traits of independence, resilience and adaptability. Generation X feels strongly that "I don't need someone looking over my shoulder."

At the same time, this generation expects immediate and ongoing feedback, and is equally comfortable giving feedback to others. Other traits include working well in multicultural settings, desire for some fun in the workplace and a pragmatic approach to getting things done.

Generation X saw their parents get laid off or face job insecurity. Many of them also entered the workplace in the early '80s, when the economy was in a downturn. Because of these factors, they've redefined loyalty. Instead of remaining loyal to their company, they have a commitment to their work, to the team they work with, and the boss they work for. For example, a Baby Boomer complains about his dissatisfaction with management, but figures its part of the job. A Gen Xer doesn't waste time complaining-she sends her resume out and accepts the best offer she can find at another organization.

At the same time, Generation X takes employability seriously. But for this generation there isn't a career ladder. There's a career lattice. They can move laterally, stop and start, their career is more fluid.

Even more so than Baby Boomers, members of Generation X dislike authority and rigid work requirements. An effective mentoring relationship with them must be as hands-off as possible. Providing feedback on their performance should play a big part, as should encouraging their creativity and initiative to find new ways to get tasks done. As a mentor, you'll want Gen Xers to work with you, not for you. Start by informing them of your expectations and how you'll measure their progress and assure them that you're committed to helping them learn new skills. (Members of Generation X are eager to learn new skills because they want to stay employable.) Gen Xers work best when they're given the desired outcome and then turned loose to figure out how to achieve it. This means a mentor should guide them with feedback and suggestions, not step-by-step instructions.

The Millennial Generation: Up and Coming

Just beginning to enter the workplace, The Millennial Generation was born between 1977 and 1998. The 75 million members of this generation are being raised at the most child-centric time in our history. Perhaps it's because of the showers of attention and high expectations from parents that they display a great deal of self-confidence to the point of appearing cocky. As you might expect, this group is technically literate like no one else. Technology has always been part of their lives, whether it's computers and the Internet or cell phones and text pagers.

Millennials are typically team-oriented, banding together to date and socialize rather than pairing off. They work well in groups, preferring this to individual endeavors. They're good multitaskers, having juggled sports, school, and social interests as children so expect them to work hard. Millennials seem to expect structure in the workplace. They acknowledge and respect positions and titles, and want a relationship with their boss. This doesn't always mesh with Generation X's love of independence and hands-off style.

All Millennials have one thing in common: They are new to the professional workplace. Therefore, they are definitely in need of mentoring, no matter how smart and confident they are. And they'll respond well to the personal attention. Because they appreciate structure and stability, mentoring Millennials should be more formal, with set meetings and a more authoritative attitude on the mentor's part.

Provide lots of challenges but also provide the structure to back it up. This means breaking down goals into steps, as well as offering any necessary resources and information they'll need to meet the challenge. You might consider mentoring Millennials in groups, because they work so well in team situations. That way they can act as each other's resources or peer mentors.


Diane Thielfoldt and Devon Scheef are the co-founders of The Learning Café. They collaborate with clients to make peace with multiple workplace generations, create leadership development initiatives, and craft mentoring initiatives that work.

Their work on generational issues is featured in the thought-leadership compendium Human Resources in the 21st Century, published by John Wiley & Sons Inc. Their breakthrough advice on generations in the workplace is featured in Love ‘Em or Lose ‘Em: Getting Good People to Stay. They are the co-authors of Mentoring: A How-To Guide published by the American Society for Training & Development, and their popular Talks on Talent have provided practical guidance
on making mentoring work to thousands of business people worldwide.