by Chaveso “Chevy” Cook
Recruiting and retaining top talent, especially from younger generations, is a hot topic, regardless of the workforce context. From managing Millennials, Gen Z, and incoming Gen Alpha in our workspaces, to garnering their votes for federal elections, our generational differences often prevent us from understanding one another – from our upbringings, to our priorities and coping mechanisms.
In today’s evolving workplace, effective mentorship is crucial for bridging generational divides, leveraging differences, and fostering collaborative environments. As younger generations, particularly Millennials, Generation Z, and Gen Alpha, become dominant in the workforce, organizations must adapt both their developmental approaches and mentoring strategies to meet their unique needs and expectations. With teleworking and hybrid models in the mix, both businesses and formations must also consider how to mentor remotely to effectively support junior leader development.
Baselining Our Understanding of the Newer Generations
Millennials (born 1981–1996) and Generation Z (born 1997–2012) bring distinct characteristics to the workspace. Both generations value structured career progression, meaningful work, and work-life balance. Unlike their predecessors, they have grown up in an era of rapid technological advancement, shaping their communication styles and learning preferences. Their ease with digital tools makes them more comfortable with telework, but it also demands a shift in how mentorship is structured and delivered. Combined, Millennials and Gen Zers will be referred to here as Generation Next.
The Role of Gen X and Boomer Mentors
Gen X (born 1965–1980) and Baby Boomer (born 1946–1964) are well-positioned to mentor and guide younger employees. Their experience aligns with Generation Next’s desire for mentorship and development. By leveraging their own career experiences, Gen X and Boomer mentors can provide valuable insights and guidance, especially in areas such as leadership, networking, and navigating corporate structures. However, they must also adapt their mentoring styles to accommodate digital communication and a less hierarchical work environment. This may mean utilizing video conferencing, messaging apps, asynchronous collaboration, and other ways to connect versus office sitdowns or in person check ins.
Rethinking the Learning Curve
In 1977, Harvard Business Review published one of Chris Argyris’s articles, “Double Loop Learning in Organizations.” Argyris’s article could have been written in any decade, as it remains relevant. His concept of double-loop learning is particularly applicable for mentoring in today’s workforce. Traditional, single-loop learning focuses on fixing immediate problems within existing frameworks, while double-loop learning encourages individuals to question underlying assumptions and rethink strategies altogether. Lee Caraher took these concepts even further, discussing how to create, support, and deliver the proper double-loop learning context within an organization. Younger generations, especially Generation Next, thrive in environments that foster this kind of deep learning. They expect transparency in decision-making and want to understand the “why” behind organizational actions. Leaders and mentors who embrace double-loop learning and answering the “why” can create cultures of continuous improvement and innovation.
Addressing Generational Misconceptions
Many stereotypes label younger workers as lazy or entitled, but these misconceptions often stem from misunderstandings about both of our generational differences in the evolving workplace. In reality, leaders should consider four ways to address these misconceptions.
First, Generation Next sets clear boundaries and seeks purposeful work. They may be less inclined to identify themselves by their title or where they work and more apt to seek self-actualization through the purpose and meaning of the work.
Second, they value feedback and mentorship, which can be provided through structured programs, frequent check-ins, and open dialogue. Remember, as stated above, they may seek this out in ways that older generations are not comfortable with or used to, but that does not mean they do not want it.
Third, many are struggling with the rigidity of outdated, industrial-based organizational structures, especially at upper levels. Today’s telework and asynchronous environments make more sense to younger generations, but that does not mean that they do not want to work just as hard or as long as others.
Fourth, change, whether made routinely or under crisis, remains exhausting to any organization. Mentorship is change, as is implementing mentoring programs. And change affects generations differently. As such, be mindful that developing a mentorship program may stymie the double-loop learning process at first.
Implementing Effective Mentorship Programs
To get past these misconceptions and leverage talent across generations, organizations must understand the unique skills of their younger workforce. Leaders could improve by focusing on capability differences in a positive way – in particular, that Generation Next offers an enhanced capability for networked learning, knowledge exchange, and technological adeptness. Generation Next needs us to provide the “why,” and here is how we can do it:
- Group Mentorship: Implement group mentoring sessions where multiple mentees are paired with mentors who excel in specific areas the mentees aim to develop. This approach not only facilitates targeted skill enhancement but also fosters a collaborative learning environment among peers. Remember, group mentorship could involve one mentor with multiple proteges, so you could address more needs than one with these sessions.
- Overcommunication to Bridge Generational Gaps: Successful mentors recognize the unique needs of Generation Next by maintaining open and frequent communication. Regular meetings and consistent feedback help in building trust and ensuring that mentees feel valued and understood. As you prioritize communication, use technology to your advantage and always be transparent. Encourage open dialogue and transparency within your organization as well. Do not be afraid to do so through technical means or social media. By fostering an environment where information is freely shared, mentees can better understand organizational goals and how their roles contribute to the bigger picture, leading to increased engagement and motivation.
- Reverse Mentoring Programs: Establish reverse mentoring initiatives where younger employees mentor senior executives, particularly in areas like technology and current trends. This not only empowers younger staff but also promotes a culture of continuous learning and adaptability within the organization. Remember that the definition of “mentor” and “mentee” is more about who is guiding (aka the mentor) and who is learning (aka the mentee). Reverse mentoring programs are less about the formal structure and titles within an organization and more about the developmental process occurring.
- Formalized Mentorship Structures: In addition to trying out group mentorship practices, consider developing structured mentorship programs that clearly define roles, expectations, and goals for both mentors and mentees. Such frameworks ensure that mentorship is aligned with organizational objectives and provides measurable outcomes for employee development. Additionally, include curricula and best practices from the literature on mentorship, but do not overdo it to where it becomes an additional duty or extra job for the teammates involved.
The Future of Mentorship
Mentorship offers myriad benefits, both for the mentee and the mentor. Adapting mentorship approaches to cater to Generation Next is essential for the success of our future leaders. Inexorably, Generation Next will eventually replace our current leaders. By incorporating double-loop learning, embracing telework-friendly mentorship, and fostering an inclusive culture, teams can ensure they remain attractive to top talent while driving productivity and engagement. Organizations that evolve their mentorship strategies will not only retain younger talent but also cultivate the next generation of leaders.
Chaveso “Chevy” Cook is an active-duty Colonel serving on the Joint Staff in the Pentagon. He also co-founded and executive-directs the nonprofit, Military Mentors. A second-time LTG (Retired) James Dubik Writing Fellow, Chevy earned a PhD in Human Development from Tufts University. His writing focuses on challenging leaders, mentors, and mentees to authentically embrace self- and social-awareness, build character, and foster adaptive, high-growth organizational cultures.
