Mentoring
The “M” Generation

4 for the Workforce
At least four distinct generations in the
workforce
Friction caused by generational differences
can have a negative impact

The Facts
Fastest growing segment is age 27
and under.
50% is age 40 and under
Larger proportion of the workforce is
past traditional retirement age

What Drives Us?
Generational effects drive the attitudes,
behavior and lifestyles
Each sees the world through a different
lens influenced by the demographic,
economic and social trends of their
formative years.

@ Work What Does
it Mean?
• Bring unique attitudes/expectations
• Need a different relationship with their
manager
• Define success and security differently
• Bring their own values and beliefs

Working Together
Members of each generation need to
understand the others
To successfully manage their workforce,
organizations must first understand
each generation and their common
experiences that connect its members.

Millennials
Youngest / largest
Oldest have some work experience
Fragile self-esteem and confidence
At ease with older adults

Millennials as Employees
Free-agent mindset
Adaptable; open; embrace diversity
Prefer casual relationship with their manager
Expect to be treated as equals
See leader as a guide and mentor
Independent with frequent feedback needed
Solutions are often technology-oriented

Millennials
Focused on finding the
Approach to Life right job, a place to
live, and saving or
buying their first
home
Strong sense of
social responsibility
Do not define
themselves by their
jobs; loyalty lies
with people, not
organizations

Motivating Millennials
Show how they fit into the bigger picture.
Thrive on continuous short-term goals
Like constant feedback, reinforcement
Prefer mentoring, flexible hours and the feeling of
getting ahead rather than traditional rewards.

Motivating Millennials
Millennials want to know how they fit into
the big picture, so help them see their
role, then stand back and let them
work.
Recruit: Being In
Motivate: Getting Ahead
Retain: Flexibility

Protégés Benefit
• Increased self-awareness and self-discipline
• An expanded personal network
• A sounding board for testing ideas and plans

Protégés Benefit
• Positive and constructive feedback on
professional and personal development areas
• Accelerated training and development

What to look for in a Protégé
Willingness to learn
Willingness and ability to self-evaluate
Commitment

What to look for in a Protégé
Self-confidence
Active listening
Time and energy management

The Five Dysfunctions
of Team
#1: Absence of Trust
#2: Fear of Conflict
#3: Lack of Commitment
#4: Avoidance of Accountability
#5: Inattention to Results

Mentors Benefit
• Proven method to share ideas, try new skills
and take risks
• Identification of opportunities to enhance
personal contribution to the future of the club

Mentors Benefit
• Increased awareness of personal biases,
assumptions and areas for improvement
• Personal fulfillment from investing in others

The Five Temptations
of a Leader
1. Choosing status over results.
2. Choosing popularity over accountability.
3. Choosing certainty over clarity.
4. Choosing harmony over productive conflict.
5. Choosing invulnerability over trust.

Attributes of Good Mentors
Respect
A sincere desire to be involved
An ability to listen actively

Attributes of Good Mentors
Empathy.
Seeing solutions & opportunities.
Flexibility and openness.

Teamwork & Feedback
Investing
Impacting results by
Transferring investing in
Noticing when people development,
Correcting are having trouble, monitoring and
Expecting growth, taking time to provide reviewing performance,
holding people personal feedback and providing mini-tests on
accountable – relies on instruction tips stretch assignments
correction of mistakes
Small Gains Large Gains

Clubs Benefit
• An environment that fosters personal and
professional growth
• Identification, development and retention of
talent for leadership

Clubs Benefit
• Increased job satisfaction for protégés &
mentors
• Sharing & leveraging strategic knowledge and
skill throughout the club

Teamwork & Accountability
Works Hard Delivers Results Makes Improvements
Trying to meet all Passionate about Takes informed risks
objectives, may allow doing well and does and adds value, finds
self and others to miss not rest until the results ways to get things
deadlines and are achieved done better and gets
deliverables so long as others involved
they “try”
Compliant Committed

Where do I go
from here?

The Mentoring Journey
• The Mentoring Agreement
• Setting Expectations
• Setting SMART Goals
• Creating a Meeting Log
• Creating a Leaning Plan
• Ending a Mentoring Relationship

The Mentoring Journey
• A look at Communication
• Creating a functional team
• Introducing your Protégé to Fred
• Feedback is Important

Model for Communication

Mark R. Thompson
w: www.mckinleysolutions.com
e: mark@mckinleysolutions.com
t: 888-769-1577 X222
www.linkedin.com/in/markrthompson
www.twitter.com/markrthompson
www.delicious.com/mckinleysolutions
www.slideshare.net/mckinleysolutions
www.flickr.com/photos/mckinleysolutions