How The Leadership Ripple Effect Can Help Connect With Younger Workers

Forbes

2 days ago

Ed Doherty is the founder of One Degree Coaching, LLC. One Degree Coaching helps leaders navigate the new world of work.
There is nothing more effective in building a healthy culture than hiring from within. It offers numerous benefits, primarily providing a pipeline of loyal talent who already embody your culture. They are the people you know, and they desire opportunities to grow.
The problem is that they may not desire to grow with you. Generational divides are as old as human civilization. As a Boomer, I remember my elders accusing us of many of the negative stereotypes we now apply to Millennials, Gen-Z and the emerging Gen-Alpha. "Lazy" and "entitled" are two of the labels I recall from my youth. Some things never change!
Generational Divides Are Overblown—But Don't Ignore Younger Workers' Needs
We are in a new era of work. If you are a Boomer or Gen-X boss, you may not like the demands of the younger generations, but complaining about them isn't going to change anything.
In this new world of work, organizations will have to adapt and develop a new people strategy. Most businesses I coach are still applying the "IBM Model," the old "climb the corporate ladder" motivational scheme. Unfortunately, fewer and fewer employees are interested in that ladder. They grew up watching the older generations struggle with a lack of work-life balance and burnout, and they have their own plans for their futures.
Like their predecessors, younger workers want money and bonuses, but they also want:
• Work-life balance and flexibility
• Purpose and meaning
• Autonomy
• Learning opportunities
• Open communication and feedback
• Mental health support
Just to name a few!
The Fulfillment Model For Better Training And Development
The fulfillment model is beginning to take root in an attempt to create a broader approach to training and development. Instead of asking, "What do you want out of your opportunity at our organization?" the question becomes, "What do you want out of your life?" By connecting team members' future goals with their present roles, leaders are experiencing increased loyalty and engagement.
For instance, I work with many restaurant companies, and a majority of their workforce is part-time and transient—especially the front-of-house employees. They are working for the money only and do not see a connection between serving guests and their ambition, which in many cases is to own their own business. But the restaurant industry is rife with lessons for these future entrepreneurs. The customer service aspect alone is invaluable for those with entrepreneurial leanings.
The Power Of The Ripple Effect
Another opportunity that helps motivate younger workers to remain with a company and rise to middle management is the positive ripple effect that managers can have on their team members. Meaningful and purpose-driven work is at the top of these younger workers' wishlists, and by mentoring them using the fulfillment model, they can come to see the power of that ripple effect.
Any longtime, people-centric leader can share stories of the lives that they have positively impacted. Several years ago, my brother-in-law passed. He was a head librarian who worked at a university for over 30 years. At his funeral, hundreds of people gathered to share stories of how he had impacted their lives. We were amazed because he had never mentioned his mentorship work, and we had no idea the ripple effect he created for his students and peers.
Final Thoughts: Connecting With Younger Workers
Purpose and meaningful work are at the top of many workers' wishlists for their workplaces. When I share with my young mentees the power of the ripple effect and how their influence may be felt for generations to come, it often piques their interest. They ask me to share some examples from my 45 years of leadership experience. Not surprisingly, I have many stories to share. When your primary focus is on people, their stories write themselves.
After I have shared some stories with my mentees, their mood often shifts to the problems they see with the modern workplace, where middle managers are under-supported and overworked.
The only answer I have for them is, "If you don't help change the work world, who will?"
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