Do there seem to be an awful lot of twenty and thirtysomethings walking around your office these days? Millennials are now the largest generation in the U.S. workforce—they passed Generation X in 2015, according to the Pew Research Center.
With so many Millennials in the workforce, developing their talent is important to every organization’s future. Here are a few tips on how to effectively mentor this unique generation.
We all arrive in the workplace with our own unique set of skills and strengths. To develop your career, you have to develop those skillsets and add new ones. But because each person’s background is different, there’s no single path for professional development that’s right for everyone. What you need to focus on to get to the next level in your career may not be the same thing your colleague needs. You have to develop a unique strategy that’s right for you.
This week, I’m attending an event that always energizes me: the Women’s Foodservice Forum (WFF) Annual Leadership Conference. I’m excited to be here with more than 3,000 other attendees, including a very special guest―Sophie Bellon, Chairwoman of the Sodexo Board of Directors and Chair of Bellon SA. We’ll be taking part in a question and answer session today on the impact of women in leadership, a subject we are both passionate about.
I am a product of impactful mentoring. Throughout my career formal and informal mentors have guided me, challenged me and helped me evolve into the person I am today. Mentoring takes so many forms and whether they coached me, role modeled for me, listened to me, advised me, supported me, counseled me or just acted as a trusted resource, they all contributed to my success. In turn, I have a passion for sharing my experience and mentoring others, particularly young women.
Sodexo North America
In relation to Women’s History Month, a junior manager recently asked me “what inspired you to become a leader?” I had to ponder her question because there was no silver bullet or magic moment for me. I did not start my career with specific goals or a well-laid plan or even a desire to lead others. In fact, my career progression into senior leadership was not a clearly defined step-by-step move up the proverbial corporate ladder. Instead, it looked more like the up, down and across pattern of a lattice.