Mentoring Across the Generations

Often perplexed as to why mentoring programs were secretive career development for the "High Potential" in my earlier work-life, I felt I was on a row against the current trying to influence Sr. Leadership to broaden the involvement. I imagined that all employees, given the access to new learning and application, could raise their value and increase their potential in an organization (ultimately increasing productivity, reducing costs and increasing bottom - line profit ~ exactly what business owners want!)

I came across an interesting article in the May 2011 issue of Chief Learning Officer entitled, "What if Millennials Ran Your Mentoring Program?" and it outlines mentoring across the generations, but specifically as I had once only imagined it.

The generational differences have been a key knowledge tool for organizational development. Mentoring programs are the best place to apply this tool. Since the days of traditional formal mentoring, the one-to-one relationship, social networking has emerged in the last two decades. Millennials view communication not only as face-to-face exchanges, but even more so as virtual, as needed, exchanges via the internet.

Millennials view mentoring as a way to create learning connections, when needed, and as a sharing opportunity. Doesn't that change the definition of who is qualified to be a mentor? They see a more open, informal approach to mentoring where everyone has the opportunity to grow, learn, follow passions and interests. Add a program design like this to a more formal program and you are doubling your internal development factor and reaching more generational differences. 

The time to examine your program's impact is now as Boomers are beginning to retire with a wealth of knowledge and Millennials are hungry for learning opportunities. 

Karrie Raine
ASTD Treasure Valley President

A Learning Organization in Treasure Valley; AmeriBen/IEC Group

Andy Fujimoto, CEO of AmeriBen/IEC Group, shared at our ASTD March Program -- without hesitation, his secret of success: Giving the Gift of Learning to his employees .


Why was he so willing to give away his secret? First, most senior-level leaders already know the value of maintaining a 'learning organization'. Second, it is very easy to implement. Finally, who doesn't know the impact that this philosophy and program has on productivity and performance within an organization? 


Apparently, there are many CEO's and Senior Leaders who do not know this...or wouldn't we see more Treasure Valley Organizations with double-digit growth? Oh, and employees who love their jobs, workplace and are willing to put in extra time to create, produce, get the job done...even without being compensated? (yes, we know you are out there....this is an invitation to come share your own secrets and success with ASTD Treasure Valley!)


Well, this is the state of affairs at AmeriBen/IEC Group, thanks to the passion of Andy Fujimoto that has permeated throughout his organization. Every employee is given the tools to be effective, not only in their current job, but for future career opportunities. They know, without skipping a beat, the Core Purpose of AmeriBen/IEC Group ~ "Changing lives by developing great leaders in family, business, community, and the world!"  


Yes, believe it or not, learning in the workplace crosses over to our personal lives and our families, and vice-versa, according to Andy. Imagine that!


Besides knowing the Core Purpose, every employee ACTS and decides by the Core Values, Core Focus, and Operational Philosophy and Strategies. They evaluate whether these decisions will provide the solutions in the future, when they've doubled their growth yet again.


The learning to get to this point is supported with Forums and opportunities for LISTENING, NETWORKING, COMMUNICATING, LISTENING, LEADERSHIP DEVELOPMENT, LISTENING, RISK-TAKING, IMPLEMENTING NEW IDEAS, and LISTENING. 


It is true that there are more specific learning programs out there, but the focus is on LISTENING. Not to what we want to hear, but to what the employees have to say. How can Senior Leaders LEARN if they cannot hear?


Andy Fujimoto can hear quite well...