By Carol Vallone Mitchell, Ph.D., Talent Strategy Partners LLC
This thought-provoking article is meant to evoke your response which will be read and responded to by the author. Select comments may be published in the next issue to continue the conversation. Also…the author would like to ask you a couple of questions about the article and there is a link to provide answers at the end.
Enjoy reading and let us hear from you!
While Millennials, those born 1981 to 1996, account for over one third of the US workforce, are the largest generational group since 2016, and are the most racially and ethnically diverse adult population in the nation’s history; the next generation – Gen Z – is even more diverse. Understanding what Gen Z members care about is crucial for organizations to attract and retain this newly minted talent.
Dr. Michael Brenner, in his presentation at this year’s 2024 Philadelphia SHRM Symposium and in his upcoming HR Fresh Take podcast, highlights seven distinct facts about Gen Z. They:
1. Place a huge premium on flexibility, autonomy, and work/life balance.
2. Care a great deal about diversity, equity, and inclusion.
3. Value work with a purpose.
4. Desire growth and development opportunities.
5. Want truthful, respectful, and caring leaders.
6. Want to be heard, valued, and respected.
7. Prioritize mental and emotional health and well-being.
These characteristics are clearly demonstrated in how they relate to the world at large and to organizations. As consumers, Gen Z says it is important to them to buy from companies that align with their beliefs and values. 53% of US Gen Z members want brands they buy to support mental health, more than any other cause, according to a survey from ICSC and Big Village. Environmental causes (including climate change and sustainability) and racial and gender equity tied for second place with 47% each.
Likewise, according to the 2024 Deloitte Gen Z and Millennial Survey they want to work for organizations that make a positive contribution to society. Three-quarters of Gen Z say that an organization’s community engagement and societal impact is an important factor when considering a potential employer. Work/life balance tops Gen Z’s list of priorities when choosing an employer and is the most admired trait among their peers. Mental health is also a key priority. Only about half of Gen Zer’s rate their mental health as good or extremely good, and 40% say they feel stressed all or most of the time. Yet a little over half of them say they feel comfortable speaking openly with their managers about stress, anxiety, or other mental health challenges.
Leaders who are collaborative have the skills to create the work environment that attracts and retains Gen Zer’s. Through my in depth research and behavioral analysis of highly successful collaborative leaders over the last 20 years, I have identified key characteristics that those leaders have in common. The following three behavioral attributes correspond significantly with what Gen Z employees indicate they want from their work experiences.
1. Focus on Purpose and Meaningfulness
A strong appreciation of mission and meaningfulness can unify and bond a group of diverse people and guide them through the uncertainty of change. As such, it is an essential tool for a collaborative leader. Collaborative leaders strongly believe in what their organization stands for and recognize its social importance. They generate a shared sense of purpose, creating a feeling of “we,” so that people perceive that they are contributing to a greater cause. In doing so, these leaders drive the mission and create a robust culture.
Creating a shared sense of purpose is a core competency of collaborative leaders since it allows employees to participate, to have a more active and meaningful role in the process. Because they are aligned in a communal purpose, they can productively engage in collective problem solving and decision making, thus increasing their feeling of having control and adding value.
2. Empathize, Listen, and Relate
Empathy is essential for leading highly diverse, multi-generational teams; it builds both trust and effective relationships. Research by Daniel Goleman and others backs this up. Empathy entails being curious, asking questions, and listening, rather than taking airtime to demonstrate one’s own knowledge. It also requires adapting and being flexible to consider a diversity of input with an open mind.
Collaborative leaders create psychological safety through a culture of trust where people will speak up and share ideas, thereby fostering innovative thinking. They create common ground that diminishes hierarchical differences and values inclusiveness and empathy in others. They show high regard for all employees and specifically spell out to individuals why their roles are valued and what their contributions are to the organization. These behavioral qualities communicate “I care,” “I’m interested,” and “I understand.” They establish a sense of community and belonging.
3. Develop Future Leaders
Collaborative leaders take great pride in developing others. They have a keen eye for emerging talent. With their empathy, they pick up on unconventional skills and backgrounds in people that may be overlooked by others but that are transferable and relevant to specific roles. Their inclusiveness makes collaborative leaders natural developers of diversity in leadership. Collaborative leaders include emerging leaders in high-level discussions to expose them to strategic conversations and give them important visibility. And they provide on-going feedback and coaching to nurture growth and foster success.
They step aside to provide opportunities for others to take the stage, and they applaud their accomplishments. They give people a chance to “take the wheel,” letting them learn by doing instead of showing them or doing it for them, and then analyze with them their failures and successes.
Gen Zer’s – who are more diverse, live in a constantly connected world, and have been exposed to different lifestyles and viewpoints – have a higher propensity to see the world through someone else’s eyes. They boost the requirement for collaborative leadership by selecting and staying in organizations whose leaders meet their needs for purpose, leadership development, and the ability to make meaningful contributions. It is collaborative leaders who can effectively unlock the genius of Gen Z.
1. What leadership attributes mentioned here are missing in organizations you work in or work with?
2. (a) Which of these attributes are the organization you work in or work with focusing on to develop in leaders. (b) What are they doing to help leaders develop these attributes?
Please CLICK HERE to respond anonymously.
We will publish a summary of results later this fall.
About the Author
Carol Vallone Mitchell Ph.D. In 2001, Carol co-founded Talent Strategy Partners LLC, a leadership development consultancy that helps companies maintain a robust leadership pipeline through succession planning and leadership development. Carol’s leadership research led to authoring Collaboration Code: How Men Lead Culture Change and Nurture Tomorrow’s Leaders and Breaking Through “Bitch”: How Women Can Shatter Stereotypes and Lead Fearlessly. She has written numerous articles for the Huffington Post and other publications including Chief Learning Officer, TD magazine, Forbes, WorldatWork Workspan, Thrive Global, Philadelphia Business Journal, and Fast Company. Carol received her doctorate in Organizational Behavior from the University of Pennsylvania where she developed a behavioral profile of success for women leaders. Carol is chair of the Leadership Subgroup for Beacon, a premier executive networking organization. She is also a member of Philly SHRM’s Thought Leadership Team.
Contact Information: Carol Vallone Mitchell, Talent Strategy Partners LLC
http://www.tsphr.com, cvmitchell@tsphr.com, https://www.carolvallonemitchell.com.
Editor: Dennis Paris
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