Coaching the Y generation

by Rebecca Fraser

Featured in Australian Career Practitioner – VOLUME 21 ISSUE 2 WINTER 2010

For people interested in understanding what it is that drives the Y Generation to succeed and what it is that makes them so different to their predecessors, they are a regular topic of discussion. Family dynamics, teaching styles and employment expectations highlight just some of the differences; and it is now impacting the coaching industry. Generation Y expect to be respected by older generations and senior employees solely for their skill rather than their dedication and commitment; making them appear to have a lower work ethic than earlier generations. Generation Y expect to be respected The challenge to the traditional coaching relationship is how to guide an already motivated individual, in the direction that they need to achieve their goals, when they perceive that they are there. A coach needs to constantly challenge the Generation Y coachee rather than have them remain in the traditional state recognised as in action. As a result, a coach needs to challenge his or her own coaching style. Remaining in action alone for these individuals is not enough. Coaches need to be aware of the specific environment that makes Generation Y thrive. But the traditional coaching relationship may no longer be suitable to achieve this because of their continuous desire to achieve beyond earlier generations. Global studies have helped to understand Generation Y in terms of who they are and what they require to help them thrive.

Firstly, Generation Y are recognised for valuing structure through supervision and attention. Ideally, they like to be in a nurturing environment but they also respect authority. This is a substantial difference between them and Generation X as the coaching relationship will need to provide constant supervision and attention. Generation Y need to feel they are developing through the coaching relationship, but they also require more direction and guidance, and follow-up to each session. A Generation Y coach, will need to provide a level of authority to the coachee and manage the dynamics of the relationship. This will ensure they maintain the coaching style required for a successful relationship.

Secondly, Generation Y requires an environment where they can continuously develop their knowledge and skills. As an employee, Generation Y live to be trained. This desire to be taught will challenge the traditional coaching methods since Generation Y thrive in an environment where they are being told what it is they need to do rather than seek it for themselves. Methods that are more traditional, have a focus on learning through development and challenging each coachee to seek change as a result of identifying what it is they want to achieve.

The challenge … is how to guide an already motivated individual

The change required in a Generation Y coaching relationship, is for the coach to ensure they provide enough supporting material to force the coachee to commit to their tasks at completion of each session. Through providing supporting material, a coach will be providing their Generation Y coachee, with a sense of ‘homework’. This will provide a sense of connection to each coaching session as if in a schooling environment; an environment and teaching style that will help them thrive. Adopting a new approach to coaching activities such as this will allow the coach to maintain a structure to the sessions; whilst continuing to progress the client through activities willingly and with results.

… progress the client through activities willingly and with results …

Some final words

The make-up of Generation Y is, albeit unwittingly, assisting to develop a new style of coaching. On the surface, it appears that the traditional coaching relationship no longer provides enough substance to assist a Generation Y client. However, the foundation of coaching is developmental and coaches do need to change their own expectations of what to expect from, and in their relationships. Coaches should expect Generation Y to question their requests a lot more than other generations. They should also be prepared to provide constant stimulation through each coaching session as it makes their learning more relevant to the purpose of their actions. Generation Y should be seen as the ideal coaching client for their constant desire to improve and develop and their commitment to continuing to better themselves. Enjoy!