R e c r u i t i n g & R e t e n t i o n

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The multigenerational workplace is the norm, with 85% of professionals reporting that they interact with at least three othergenerations at work. This means that most of today’s mentoring in -volves cross-generational matchups. The good news is that whenmentoring participants are different from one another, a greater de -gree of reciprocal learning can take place. The bad news is that a lackof un derstand ing between generations can cause a real rift. Each gen-eration has its own perspective, work style, behaviors, and expecta-tions. Accepting and understanding these differences will help keepany cross-generational mentoring relationship on the right track.

Individuals in a cross-generationalmentoring relationship must navigategaps that originate with their views on key workplace issues. Encouragementoring participants to view thesegaps as an op portunity to learn aboutother people, discover new ways tocommunicate and work, and be betterprepared for working in a multigenera-tional environment.

Here are some generation-specificdos and don’ts that can help mentoringpairs bridge their gaps:

• Mentoring Millennials (1977-1998). Ninety-eight percent of Millen -nials consider mentoring a career essen-tial. This generation grew up beingcoached and mentored, so they arefamiliar with and appreciate what men-toring can do for them.

✓ Do provide structure and supportin any work environment, includingmentoring.

✓ Do use a “zoom in, zoom out” ap -proach to explaining processes. YoungerMillennials don’t always have enoughexperience to know the big picture, andthey always benefit from detail.

✓ Do incorporate peer-to-peer men-toring or even online mentoring.

✓ Do use clear and concise commu-nication. Be responsive—Millennialswant to be heard.

✓ Don’t ignore Millennials’ highexpectations. What may sound like anexpectation of promotion may be adesire for new knowledge and skills.

✓ Don’t create a mentoring processthat’s too slow or too long. Millennialsare looking for a fast-paced, high-impact mentoring experience.

✓ Don’t talk down or condescendwhen communicating with Millennials.

• Mentoring Generation X (1965-1976). Now solidly mid-career, thisgeneration is sharing and seeking men-toring partnerships as they look for thestraight-up scoop on how their career isplaying out.

✓ Do be aware of their use of thecareer lattice. Gen Xers still find lateralmoves useful.

✓ Do understand the power of ca -sual connections. Mentoring doesn’t

Mind the gapDos and don’ts for bridging the generation gaps inmentoring relationships. by Diane Thielfoldt

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have to be structured or formal; GenXers are comfortable seeking out men-toring when they need it.

✓ Do be objective and honest whencommunicating with Gen Xers. Theymay be skeptical, so communicate withpurpose and candor.

✓ Don’t give them step-by-stepinstructions. These mature workersdon’t like being micromanaged, espe-cially in informal relationships.

✓ Don’t play the authority card. GenXers are looking for equal, reciprocalmentoring partnerships.

• Mentoring Boomers (1946-1964).Time and maturity have mellowed this generation’s workaholic ethic asthey address life issues related to agingparents and growing children and/orgrandchildren.

✓ Do help them stay relevant.Boomers don’t want to retire—theywant to redefine their work, revitalize,and rewire.

✓ Don’t provide too many rules ortoo much structure. With their wealth ofexperience, Boomers understand that

the partnership is the key to effectivementoring, not the structure.

✓ Do encourage their natural questfor self-improvement. Boomers knowthey can always improve, and they liketo “play to their strengths.”

✓ Do develop trust by emphasizingthe personal as well as the professional.

✓ Don’t forget to express apprecia-tion. Boomers have done the “heavy lifting” in organizations for the betterpart of three decades. They are sensi-tive about being cast aside for incominggenerations.

• Mentoring Silents (1933-1945).This generation has as much to give asmentors—and they are still willing tolearn too.

✓ Do encourage their contributionand collaboration. Silents place value ontheir ability to contribute, and they takeit seriously.

✓ Do ask them to share their knowl-edge legacy. Help them pass along theirimplicit and explicit job knowledge.

✓ Do be straightforward in commu-nications. As straight shooters them-

selves, Silents appreciate messages thatare balanced and reasonable.

✓ Don’t think they’re too old tolearn. Silents have adapted admirably to many changes and will continue to do so.

✓ Don’t dismiss their technicalexpertise. As the generation that hasseen the most positive technologicalimpact on their lives, many Silents areextremely technically adept.

With these basic guidelines in hand,don’t be afraid to mix things up. Thecross-generation partnerships initiatedin a mentoring program can then addvalue to the process by bridging thosegaps throughout the careers of the par-ticipants. Plus, when promoting co-generational mentoring, mentoring ini-tiatives will thrive. n

Thielfoldt is co-founder of The LearningCafe (thelearningcafe.net), a consultingfirm dedicated to helping organizationsdevelop, engage, and retain the talent ofevery generation. She can be reached atTLC@TheLearningCafe.net.

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