Recent research shows that engaging younger workers continues to be a challenge. Gen Z and Millennials are struggling the most, fervently seeking a deeper connection to purposeful work and opportunities to learn and grow. Some organizations are getting it right, and their leaders are investing in the development of less experienced employees. However, many of those same employees are struggling to understand workplace expectations, an awareness that has declined in younger workers over the last five years.
“Our company began focusing on the robust development of new hires well before a pandemic made it so difficult,” my client, Andrew, shared. “Then we realized that a sea change in employee expectations was underway. People didn’t just need remote or hybrid work arrangements and good pay to feel satisfied; they expected more of their bosses in terms of leadership and development. This, coupled with the demands of geography and the complexities of a global business, made it clear that we needed to step up our game. And we did.”
Among many of the development initiatives Andrew’s company instituted, an organization-wide mentoring program was the most impactful. Twice yearly, people at every level were given an opportunity to be mentored by someone at a higher level or serve as a mentor to another employee. The program was a wonderful way for individuals to obtain cross-functional exposure, develop an understanding of parts of the business outside of their functional area and get a chance to work on special projects in their area of interest. Working on cross-discipline projects also improved their exposure to other managers throughout the company. While many employees eagerly took advantage of the mentoring opportunity, Andrew was frustrated with Lisa who declined to join in.
“She says she wants to advance to a higher level and one day has my position, but I just don’t see her behaviors lining up with her stated goals,” Andrew said. He was especially concerned because he’d advocated for Lisa to be given some assignments that would position her to work with his boss and other senior leaders. These were opportunities for her to develop career-defining relationships, but her approach to them was lackluster. As we discussed Lisa’s pattern of behavior, it became clear that she was not holding up her end of an implied contract between herself and Andrew. She struggled to understand what was expected of her.
For those fortunate enough to have a leader invest in their development and enhance their career potential, here’s what is owed in return:
Honesty: Be clear about your career objectives and desire (or lack thereof) to advance. Not every employee wants their boss’s position, and being an individual contributor is still valued in most organizations. There’s no need to pretend to want a higher-level role when you’re not sure. It’s dishonest and disrespectful to the person investing in you. Instead, admit you’re unsure and seek your leader’s support in sorting out how to gain clarity so you’re both aligned around your goals.
Effort: This one may seem obvious, but show up for the opportunities you’re given. Pour your best effort into special assignments and embrace all possibilities for relationship building. It’s often the people you’ve worked to establish rapport with who will advocate for you when the plum jobs are being assigned. Be sure to give them plenty of ammunition to support your selection.
Growth: Engage in an honest self-evaluation around your growth. Prepare an inventory of what you excel in and what you need to work on, then list your growth goals to get you where you want to go. If you still have the same desire to grow after being honest about the work in front of you, share it with the leader who’s investing in your future. Then, jointly develop a set of metrics to measure how you’re advancing. Generally, what gets measured gets accomplished.
Realized potential: Most leaders who enjoy developing others will point to the potential they see in a person. Then they make every effort to draw out that potential, often seeing things in the employee that they don’t see in themselves. Spend time discussing how your leader perceives your potential. What do they see in you that you should lean into more? What assignments can you pursue to test your potential? In what other ways can you strengthen your abilities and get results?
Commitment to paying it forward: Every great leader wants to leave an inspiring legacy, and if they’ve invested in you, you’re that legacy. Create a list of insights, skills, experiences and relationships that you’ve gained from your leader and commit to sharing them with others. When a leader invests in you, you become the pebble tossed into a pond. Be intentional about turning the ripple you create into a wave.
This article was first published in SmartBriefs, March 2025.