In Part One, I laid out a case for the “why.” Part Two continues the theme with guidance on “how.”

Change-agents for purpose led-cultures

Led by the raised voices of Gen Z and Millennial workers, especially since the dramatic impact of the pandemic, older members of the workforce have also favored dismantling, or at least modifying, work cultures they view as outdated, unbalanced or unfair. They are seeking a work environment that is more open and relaxed and centers on Diversity, Equity, Inclusion and Belonging principles and practices.

There is a strong business case for more and better attention to mentoring, whether provided by external, experienced mentors or internal ones. Companies that are giving Millennials and Gen Z employees the environments and opportunities they are seeking — along with fair pay and room for advancement — will see returns not only in productivity but ultimately in retention rates and loyalty.

Good mentors of any age or generation need to understand typical generationally-related motivations to create a workplace and an environment in which all generations can thrive in harmony with each other.

Mentoring to meet the needs of our times

Mentors need to be adding value to mentees’ lives beyond simply guiding them toward positions and a paycheck. The younger members of the workforce are looking for ways to further their education and careers, have someone to turn to for advice, and to help them identify and find a viable path to climbing the ladder of success and legacy. As a mentor, showing these younger generations the way to achieve those goals creates mutual value for themselves, their teammates of any generation and their employer. Every mentor should look at their mentees, not only as who they are in the present but who they can and will ultimately become – with their potential and the potential betterment of the organization in mind. The mentoring called for is human-centric, not merely a boost in technical skills to do a particular; task. And because change is happening ever faster. All levels and ages of the workforce may need mentoring from different perspectives at various times in their careers.

Millennials and Gen Z employees want to know that caring is at the core of the mentor/mentee relationship and by extension, the caring of the organization that supports the mentors. We are hearing that from older generations too.

Many Millennials and Gen Zers are already bringing great things to the workplace, and their impatient desire to make a significant difference sooner rather than later is a challenge to mentors. It is a challenge that all mentors should welcome and accept whether mentoring younger or older generations or in multi-generational mentoring circles. Mentors should endeavor to instill in their mentees a desire when reaching the mentors’ position in life to pay it forward to the next generations of leaders and open-minded change-makers.

Call to Action: How is mentoring working in your organization? Contact me at pwhaserot@gmail.com to set up a conversation to have your mentoring questions answered.As a long-time mentor, I am aware that I learn so much from my mentees and questions posed to me.

© Phyllis Weiss Haserot 2023