The Changing Workforce

Life is moving at such a fast pace and business is rapidly changing that it is difficult to keep up. The whole dynamic of the workforce is shifting and organisations need to adjust if they are to continually move forward with the times. This is why I believe organisations need to look at how to manage their workforce differently.

Millennials – born 1981 – 1997 (between the ages of 18 – 34 in 2015) are projected to outnumber the baby Boomers. It is predicted that by 2020, 40% of the total working population will consist of Millennials. Therefore, organisations need to understand the needs of Millennials, and learn how to recruit, grow and retain them. If they don't, they will lose talented employees who have the ability to be the most productive generation.

Understanding the generational differences is important to be able to manage the generation mix.

Generations

Baby Boomers – 1946-1964       

Generation X – 1965-1979

Generation Y: “Net” Generation – 1980-1989        

“i” Gen – 1990-1999

Generation Z (Gen C) – 2000+ (They are creative, collaborative, communicative. They are more entrepreneurial and less motivated by money. Despite growing up with technology, they and more focused on face-to-face communication. They appear more realistic than optimistic having grown up during the recession. They will come to the workplace better prepared and equipped to succeed). (Dr Larry Rosen & cirrus-connect.com/blog/what-do-millennials-want-from-work-7528)

Millennials

• They can multi-task with 7 different things simultaneously and can be easily distracted.
• They tackle work like research on the internet.
• They are constantly wanting to learn and grow.
• They learned to figure out things themselves, with the internet, a network of friends and text messaging.
• Technology is no longer a tool but rather something that is part of them – just like breathing.
• They are transparent, open and share personal information themselves on the internet to define who they are.
• They care about what others think.
• They are relationship-oriented and social.
• They want to prove themselves and show their skills and talents.
• They believe in honesty and mutual respect.

 What do they want?

Millennials don’t just want a job, but rather want to do something they love.

They want to identify with an organisation, contribute and achieve something that defines them as unique and special.

They are constantly wanting to learn and grow. The corporate world is no longer a ladder, but rather as Deloitte describes it, it is a “corporate lattice”. They like to move around, experience new things and have opportunities to work on a range of exciting projects. They want to learn more, develop skills and be recognised for their achievements.

They are great multi-taskers with 10 times the speed and technical knowledge of Gen X. They tackle work like research on the internet. They find out - what they need to do, figuring out the best and fastest way to complete the task, and then they are done.

I believe that their constant desire to learn different things, may also have something to do with finding their ultimate passion. We all have a number of careers before we find our true passion. According to the Bureau of Labor in the USA’s recent Statistics, the average worker currently holds ten different jobs before the age of forty.

Help them grow

With the internet, social media and technology at their fingertips, it is no wonder that they are looking to get ahead quickly however, they understand that they do not know everything.

Let them learn and experience as much as they possibly can, train them and engage with them. Provide them with various experiences by exposing them to different parts of the business. Create an environment where they can thrive.

 

Connecting and mentoring - Mutually beneficial

While Millennials want to learn quickly, practice their skills and become good at what they do; they also need to be guided by older generations on how to stay on task and remain focused.

They will require several mentors to help them develop their skills as they move across different sections of an organisation.

• They are able to reverse mentor - mentoring the older generation by helping them with emerging technologies and by sharing new information.
• Though they are independent, they like working in teams. Team work is important, in the growth of organisations and individuals.
• They want honesty, loyalty and mutual respect and respect leaders with these same qualities.
• They see honesty as the most important quality of being a good leader.
• They believe that leaders with solid vision and good communication skills, connect effectively to diverse groups of employees.

Flexibility

Relationships, their friends and lifestyle are extremely important to them. They want to integrate work and their personal lives, where a flexible work environment may be something to consider.

To achieve this flexibility, deadlines need to be set with clear defined instructions and specific targets. They must be held accountable for mistakes and be praised for successes.

They want to advance faster

Their sense of entitlement doesn’t stop them believing that reward should be based on results and not on seniority or length of time with an organisation. They want to prove themselves and demonstrate their capabilities. They believe recognition should be based solely on achievements.

Meaning

They want to know that what they are doing has meaning. Teach them about the company, what the organisation wants to achieve and how their role benefits the company.

Millennials want to work for organisations that are meaningful, have purpose and take part in social responsibility. 70% say that giving back to society is one of their highest priorities. (www.businessknowhow.com/manage/millenials.htm)

If organisations want to hold onto “Millennials”, they need to consider their goals and constantly reassess their individual needs.

Organisations will need to foster an environment of collaboration, share knowledge and encourage people to direct themselves. They need to offer opportunities that encourage innovation, where passion creates excitement and drives growth for organisations.

Millennials thrive on innovation and change and working for dynamic organisations.

Retain Staff and reduce turnover

Communication is extremely important in understanding what people want. It is important for organisations to listen to their staff and help them achieve their goals and find satisfaction in their roles. Various methods of communication need to be considered for the different generations.

Everyone is different with different goals, experiences, skills, talents and perspectives and need to be managed and led differently.

I believe it is important not to stereotype, but to ask questions, find out what matters to the individual, what they hope to achieve and what they would like to experience. I also believe that it is important to re-evaluate employee needs, as this is just one way of retaining staff and crucial intellectual property.

Adapting to the changing needs, interests and goals of each person is crucial.

Group studies of millennials have found that:

• 64% of them say it’s a priority for them to make the world a better place.
• 72% would like to be their own boss. But if they do have to work for a boss, 79% of them would want that boss to serve more as a coach or mentor.
• 88% prefer a collaborative work-culture rather than a competitive one.
• 74% want flexible work schedules.
• And 88% want “work-life integration,” which isn't the same as work-life balance, since work and life now blend together inextricably. (Forbes /2014/01/13/what-millennials-want-in-the-workplace-and-why-you-should-start-giving-it-to-them/)

Organisations need to continue to evolve, and Millennials will lead organisations in this way, as they would have continuously evolved through their career development.

 Millennials otherwise known as Generation Y may just be our new leaders.

Please share your thoughts and ideas about change in the workplace?

7 Good Reasons Why You Need Mentors

That’s right, I did say “Mentors”. You see most people wait around to find the one amazing, extremely wise, successful guru who knows it all, to be their mentor. If this is who you believe to be your ideal mentor, then good luck as you will be waiting for a very long time – you may even miss the boat and you certainly will miss being aware of those mentors right in front of you.

I however, encourage you to stop waiting for this elusive person and one long-term relationship, but rather embrace all the lessons you gain from the many mentors who are all around us.

My own experiences of mentorship, have made me understand the multitude of people who are mentors and don't know it. Sometimes all it takes is a five-minute conversation with someone or a speaker who ignites some knew insight, your accountant, a friend who gives you their honest opinion, a TV program or any number of mentoring situations that you already have been exposed to and haven’t even realized.

This new entrepreneurial endeavor of mine has required me to seek out many people to help me, guide me and none of these amazing mentors fit into the "elusive guru" mentor category. Many of my encounters have lasted only a short while, but long enough for me to learn and develop new skills that are ultimately helping me to grow, develop and reach my goals.

One day I will tell you all about them, but for now I want you to understand these 7 good reasons why you need mentors.

1. Mentoring benefits career development

• 96% of Fortune 500 company executives credit mentoring as an important developmental tool. Source: Macrothink Institute
• 75% say that mentoring has played a key role in their career success.  Source: Macrothink Institute
• Employees who received mentoring were promoted FIVE times more often than people who didn't have mentors. Source: Sun Microsystems
• 95% of mentoring participants said the experience motivated them to do their very best. Source: TMGI

2. It helps with skill development and insight

If you really think about how you develop skills, you will come to understand that this is mostly achieved through practical learning. Theory provides you with some knowledge however, understanding that knowledge, involves practice. For some, trial and error is an option, for others the insight gained through the vicarious learning through others who have experienced firsthand what you are experiencing is the way to go. Having access to mentors prevents you from having to go through the same trials and tribulations. Sure, in some instances we may need to experience a situation through our own trial and error process, but personally, I like to avoid making unnecessary mistakes wherever possible.

Insights gained through mentorship are personal and relevant. A single piece of sound advice can be the catalyst that changes your life forever. It can be extremely beneficial to your career, profession and /or business. I do however, believe that the way you interpret and how you apply what you learn from all situations is completely up to you.

3. Mentors inspire others

Mentors give off an air of confidence, even if it is only related to one particular area. They have managed to master something that they now feel confident in showing someone else. They may even talk with passion, especially if they love what they do. This inspires others, encourages them and motivates them to succeed. The level of inspiration may depend on the mentor’s level of success, but as there are always people who know more than you, there will always be mentors to inspire others. You too may mentor others without even realizing it.

4. Mentoring Leads to Accountability 

This is a great skill to acquire. Mentorship makes you accountable to someone else and can be beneficial to both parties. It is a trait of good leadership. Having someone to answer to, encourages you to follow through. A good example of this is having a personal trainer. If you do not show up, you would be letting your trainer down. Now depending on your trainer, he or she may put some pressure on you to see that you are held accountable. If done well, you will be encouraged to not miss training, to make it happen, which ultimately benefits you. This is what you want to achieve, because it will promote motivation and success. Not all managers have this skill, but many successful people do.

5. Reverse mentoring is mutually beneficial 

I do not believe that anyone is more important than someone else. A friend of mine said something that might help you understand this. We were having lunch together and as we were talking, he expressed how amazed he was at my determination and resilience. He recognized my traits and my skills as something special. He also went on to credit another, for his computer skills, something he lacked and admired. We certainly did not recognize our own skills in the same way that he had expressed them, nor did we recognize how valuable our knowledge had been for him. We however, saw him as the go to person on other matters and felt that he was awesome. We admire his knowledge and capabilities. I believe we can all learn from each other, and whilst some may have less to learn than others,, there will always be something to gain from one another.

6. Mentors provide networks 

An introduction from the right person can make all the difference. You have heard the saying many times “It’s not what you know, but rather who you know”.

Mentors can open doors for you, give you an opportunity to prove yourself. LinkedIn is the first step to getting connected, but mentoring provides a stronger basis for connections. I am not keen to introduce people without having some kind of connection with the person. We do not necessarily have to have a long-term relationship before I make an introduction, but I need to understand that this person may be a good fit. That means I do have to know something about each of the parties. Introductions in this way form stronger connections as there is some level of trust.

7. Collaboration and sharing leads to success

A win-win situation is what you are looking for. Mentorship can create these win-win outcomes however, both parties need to want to give for the right reasons. If it seems you have nothing to give in return, you can offer to promote the person on social media, mention them to others in your own networks or ask them how you can return the favour. The way to succeed is by giving because you want to and not because you have to. People can sense when the giving is genuine. Think about the kind of person you want as a mentor and immolate this to others.

Related articles: How Mentoring Leads to Accountability, 10 Benefits to Being a Mentor

The right and wrong ways of mentoring

The benefits of having a mentoring program are well documented. Providing support across an organization not only ensures that all staff members are given an opportunity to gain knowledge about their company and the industry, but it is also empowering.

Mentoring builds capacity, fast tracks career advancement and helps employees to navigate the workplace.

Mentoring helps to build a better work culture, improves staff communication, improves retention rates and develops a high-performing team.

Unfortunately, it seems that some mentoring programs fail, which leads to the frustration of both the mentor and mentee. There is no one solution when it comes to an effective mentoring program, but it is important to consider avoiding certain mistakes.

Pairing People

Time and time again, I hear people say that their mentoring relationship isn’t or didn’t work. When I have questioned them, it seems that they have been paired with someone who isn’t really a good fit. In these circumstances both parties are forced to make the relationship work. In some cases, the mentee's mentor may even be their boss. This leads to the possibility of repercussions if the relationship doesn’t work. By pairing people, you may be causing more stress for your employees.

In many cases, it is more effective for mentors and mentees to be in control of their own mentoring relationship. This is not to say that they may not require some guidance when it comes to forming mentoring relationships.

It also seems that mentoring relationships that occur outside of a person’s specific area are more effective.

Mentoring relationships with people of different generations can also be beneficial.

Expectations

Expectations should be based on the mentees needs or goals therefore, it should not be up to the company to set their agenda. Empowering employees means you should allow them to set their own goals, determine their requirements and engage with the best person that they find as a suitable mentor.

This also means that they should be able to start new relationships as their needs and goals change.

It is important that mentees assess their needs prior to engaging with a mentor. It is also important that the mentor and mentee start the relationship by formulating some ground rules. These would include: being able to define the role of the mentor; understanding the expectations; the setting of any boundaries; establishing the process by which the mentoring relationship is to occur, and defining an end date even if you decide to continue the relationship.

It may be worth having a general conversation at the start, which will not only act as an ice breaker, but will make it easier to determine if the two people seem to be a good fit.

As mentioned earlier, mentors are there to provide guidance, direction and support. They should not be taken advantage of, nor should they tell you what to do or how to do it.

Timing

It is important that both the mentor and mentee make time for mentoring. It is easy to push this aside when things get busy, but for it to be a success, both parties need to prioritize and commit to the relationship.

Technology is making it easier for people to connect without the need for face-to-face encounters. Twenty minutes, once a week is all that one needs for the mentoring relationship to work effectively.

Communication

Effective mentoring is a dialogue between two people, where both parties can gain insights from one another.

This is especially effective when it comes to reverse mentoring, where a junior staff member acts as a mentor to someone more experienced. Often senior employees are able to improve their IT and social media skills, as many millennials have a strong understanding in these areas.

Outcomes

It is important for organizations to monitor the progress of the mentoring relationships. This can be done through the regular canvassing of employees or through regular surveys. It is also important that companies understand that mentoring should be a continuous means of growth for employees. As their needs and expectations evolve, so will they require new mentors to support them throughout their journey.

Mentoring programs are a valuable asset for organizations and their employees.

By helping your employees to become stronger, more capable and more satisfied in their jobs, you will not only improve your employees’ engagement, productivity and your organizations reputation, but you will also reap the rewards to your bottom line.

What do you want from a mentoring relationship?

What has or hasn't worked for you in the past and why?

How to find a mentor

It may seem like a difficult task trying to find a mentor however it really doesn’t need to be. I have made the grave mistake of asking someone directly to be my mentor. This has led to complete failure. Most people do not necessarily see themselves as mentors. They may even assume that being a mentor comes with a huge responsibility, but this is where they are wrong.

After a couple of failed attempts with this kind of approach, I decided to handle the situation differently. I first made sure I understood why I was reaching out to a particular person and what I was hoping to gain from them. I also gained some understanding of exactly what I was struggling with and where I needed help.

With a much clearer picture of my needs and what I wanted from the person, I now approached the situation with them differently. I called the person and told them I was struggling with 1, 2, 3 (no more than three specific items) and I then asked them if they would be able to help me?

This resulted in a much more positive response. You see, most people are willing to help, but they do need to understand what specifically you need help with, so they can determine if they can make a difference.

I have had a number of successful responses with this technique. I have also come to understand that people are busy and may not have a lot of time to help therefore, not every mentoring relationship needs to be long-term. Understanding who exactly is a mentor, may give you the confidence to ask someone, and it may also help you to realize that you do not have just one “guru” as a mentor, but a variety of mentors throughout your life - see a previous blog of ours “Have you got wrong idea about mentoring?”

Ryan Holiday has some useful information and I have included some points below from his article: “Finding a mentor doesn't have an endgame. It's an ongoing process that requires checking your ego at the door.”

He says the following: “Students have been missing the point when it comes to mentorship for centuries. I include myself in that category of misguided young people. They all tend to have the same three misperceptions about how this whole thing is supposed to work." 

So, if you’re looking to find, keep, or form a mentorship, here are Ryan's three suggestions that he believes you have to do right:

1. Mentorship is something you do, not something you get.

"In other words, like all relationships, it is a process, not an accomplishment.

While you are looking for mentorship, never actually use the word. Don’t ask anyone to be your mentor, don’t talk about mentorships. No one goes out and asks someone they’re attracted to be their boyfriend or girlfriend—that’s a label that is eventually applied to something that develops over time. A mentorship is the same; it’s a dance, not a contractual agreement."

2. Give as much as you get.

"Successful busy people rarely take on substantial commitments pro-bono. They are picking you because they think you’re worth their time and it will benefit them too.

So, figure out what you can offer them so that this can become a mutual, though lopsided, exchange. Executives, entrepreneurs, and creatives are always looking for the next big thing. They want to help you succeed because along the way you can help them. Even if it’s just energy you’re bringing, even if it’s just thanks and satisfaction. The mentor cannot want your success for you more than you want it for yourself. You better show up every day hungry and dedicated and eager to learn."

One suggestion, that helped Ryan, was to provide articles, links, or news that benefitted his mentors. He says: "You are less busy than they are, so your time is better spent looking and searching. I asked a lot, but I tried to give in return." 

3. Keep your problems at home.

"Your personal life is irrelevant. Your excuses aren’t going to fly. If you get asked to do something, do it the way it was asked. If that means staying up all night to do it, then ok (but that’s to stay your little secret). No one cares what’s going on with you, or at least, they shouldn’t have to.

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"If you can step back and see this as something other than a transaction—that you don’t get a mentor, you develop one. If you can contribute thanklessly and make yourself indispensable, you will cease to be an obligation and instead something the mentor works on out of self-interest. If you can work hard to be well-adjusted and dependable—you’re less likely to blow up and ruin the whole opportunity.

For sure, a lot more goes into becoming a master and to getting the most out of a mentorship, but these are the rocks I tend to see people crash on most often. Myself, I could have easily sunk on all of them. I almost did plenty of times. But it didn’t have to be that way and it doesn’t need to be for you.”

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I couldn’t have said it any better. None of us are perfect – not even your mentors, but as long as you are passionate about what you are doing and continue to persist, never giving up, you will achieve all that you hope to achieve.

Mentors Insync is trying to make it easier for you to find a mentor. As we grow and develop, there will be more mentors to choose from, and we hope that we not only help you, but that in time you too will give back, just as others are doing. 

We are building a community of people who recognize the benefits of mentorship and collaboration and see this as the way to achieving success.

If you would like to get connected to a mentor, please sign up at Mentors Insync – It is a FREE service (no catch).

Mentors are all around us - Jack Welch agrees

How can I add value as a mentor?

The way in which you can add the most value as a mentor is by consulting, sharing your experiences, providing guidance and feedback, connecting your mentee to resources, and by helping them to develop practical experiences in relation to an industry.

Who can be a mentor?

We believe anyone can be a mentor so long as you have more knowledge than the person you are mentoring.  

Mentorship or Advice – that is the Question?

It seems that many people believe that mentoring means giving advice. I beg to differ. If mentoring is done correctly, there should be no need to give advice. In fact, it can be quite rewarding when you get it right. 


I recently read an article written by Matthew Ho on avoiding “mentor whiplash”, which was fascinating. 

Mentoring is really about experiential sharing and as Matthew mentions in his article, “Advice that worked for one particular circumstance may not work in another.” He suggests that you need to have your own opinion and I totally agree. 

You are the only person who can fully appreciate your needs, understand your circumstances, knows your business and the way you think therefore, whilst listening to someone else can be helpful, beneficial and insightful, it is totally up to you, how you implement what you learn. 

It is important to understand the differences between an Adviser, Mentor and Coach, and although sometimes they may seem similar, they are different. 

Adviser is a person who gives advice in a particular field. Usually, this person is an expert in their field such as a lawyer etc. “An adviser may direct without regard to the person’s specific situation, needs or passions. The adviser simply provides the direction that the advisee "should" follow.” Mentor Doctor – sciencemag.org 

A mentor guides - allowing, and even encouraging, the person to choose their own direction. By guiding they help the person to formulate their own decisions and rarely do they tell the person what to do. "A mentor is an experienced professional who has travelled a similar career path, faced challenges, overcome them and achieved success. In essence, they are someone who has achieved the sort of success that a person aspires to." This allows them to share their personal stories which may help their mentee." Chartered Accountants Australia & New Zealand 

"A coach on the other hand, may not necessarily have achieved the success a person aspires to, instead they have the skills and ability to observe and coach specific behaviours that are critical to a person's performance." Chartered Accountants Australia & New Zealand 

Now that you have a better understanding of what mentoring really entails, it is important to understand the right and wrong ways of going about it. (See next weeks Blog).