Research Paper Assessment

Name: Sandra Retzer Date: 26.10.2012 Student ID: Email: Sandra.retzer@me.com

Complete your 2000 word research paper and insert it in the space below. Then email this document as an attachment to assessment@icoachacademy.com

Coaching Chinas Future Leaders By Sandra Retzer

Table of Content
1. Introduction 2. Gen X leader and Gen Y employee relationships traits and challenges
2.1 Who are Gen X and Gen Y in China? And what is so special about them? 2.2 Expectation of the younger generation in the workplace and perceptions of Gen X a trade-off a) Role model b) Work-Life Balance

Page no. 3

7 7 8 10 11 12 12 12 12 13 13 14 16 19

3. Change through Coaching

3.1 Communication & Creativity Tools a) Brainstorming b) Active Listening c) Feedback 3.2 Creating Awareness a) Finding Balance b) Inspiring Creativity

4. Summary and Outlook References Appendix

Coaching Chinas Future Leaders Sandra Retzer 2012

1. Introduction
This paper takes a closer look at what is driving Generation Y in China, how Generation X is perceiving their expectation and how coaching can help manage actual and future leadership developments and challenges in the Gen X leader Gen Y employee relationship. It is based on original in-depth interviews (Appendix 1) and online surveys (Appendix 2) answered by eighty Chinese Gen Y and Gen X living in Beijing.

The global work environment has gone through fundamental changes in the past years. This can be seen in the growing complexity of our work content as well as the accelerated change processes. Social influences like an increasing unemployment rate, a growing competitive environment, an increasing internationalization of economic relationships1, a growing demand of employees towards flat hierarchies and increased responsibility in the workplace promote a rethinking of managerial approach2.

But how should the manager of the future and the future leadership style look like? Rolf Wunderer and Petra Dick summarized important aspects in their article on the future of human resource management3. The future leader has to be visionary and they must work on goals and strategies with their team in a trusting environment. We understand leadership as teamwork. Leaders have to be inspiring, motivating, should enable change and strengthen group cohesion. This goal can be reached through aspiring to emulate

Coaching Chinas Future Leaders Sandra Retzer 2012

idols, successful communication, common visions and values in the organizational culture.

Looking at leadership styles in China, the predominant style is still characterized by centralized decision-making, hierarchies, poor communication, an ideological and authoritarian style of leadership.

Following the tremendous economic change in China today, it is the 2nd largest economy, business executives are living in challenging and inspiring times. In such a dynamic and complex context, we expect to see great variations in new management models and leadership styles. There is a new breed of Chinese managers which have been influenced by Western leadership styles through foreign exposure either in China or abroad that yearn for freedom and have the desire to voice their opinions, causing them to be viewed as insubordinate.

This generation is called BA LING HOU () which stands for post 80s generation or Generation Y. Chinese Gen Ys are children born under Chinas one-child policy. This policy was introduced in the Peoples Republic of China in 1978 and applies to first-born children after 1979. According to Nandani Lynton and Hogh Thogersen4, this generation, born between 1980 and 1990, already makes up more than 50% of Chinas current working-age population and is flooding into middle management and team leadership roles5. Todays senior leaders - the so-called Generation X - born in the 60s and 70s are still dominating top management positions in China.
Coaching Chinas Future Leaders Sandra Retzer 2012

2. Gen X leader and Gen Y employee relationships traits and challenges

2.1. Who are Gen X and Gen Y in China? And whats so special about them?
Gen Y enters University Gen Y enters workforce

Gen X is born

Gen Y is born

1960

1980

1990

1998 2002 2008

2012

Figure 1

Looking at the transformation of the Peoples Republic of China in the past 30 years from a planned and isolated economy to a prosperous international market, it is obvious that the generation gap between Gen Ys and their elders is tremendous.

Generation X managers grew up in a different period and a different social environment. During the Cultural Revolution (1966-1976), their living conditions were extremely difficult and often very poor. For them the way of living and attitude towards life is totally different. Being the only child, Gen Y got the full attention of their family. All hopes and efforts were placed on the younger generations educational performance and grandparents and parents managed their academic career from infancy6. In comparison to the older generation, this group of young, talented people are well educated and confident in speaking a foreign language as they often had the chance to study abroad (over 340 000 students in 2011)7.
Coaching Chinas Future Leaders Sandra Retzer 2012

In the interviews carried out in the research, Gen X speak of themselves as being less educated, being traditional and conservative and not open to change, whereas the younger generation grew up in an open environment and had the chance to see and experience a different reality ever since. As this young and talented generation is entering the workforce leading them to become future leaders, understanding their personality traits, values, specific needs and interests in the workplace, adapting to their needs and learning how best to use their talents and creativity should be the priority: it is key for the future success of organizations.

Nevertheless, according to Raines and Arnsparger (2010) Gen Y resembles Gen X in many ways when it comes to good relationships between supervisor and employee, a collaborative work environment and continuous learning8. For both, the mutual basis for productive work is trust and respect. When asked what is most important, Gen Y and Gen X managers selected family and happiness as their top priorities (see figure 2).

Coaching Chinas Future Leaders Sandra Retzer 2012

Gen Y

Gen X

Friends Family Value Self-growth Freedom Happiness Health Career Wealth

Figure 2 2.2. Expectation of the younger generation at the workplace and perceptions of Gen X a trade-off

The interviews and surveys revealed that there are two major aspects Generation Y requires from Generation X.

a) Role model

A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves. -Laozi-

The survey revealed that these young professionals want a leader that respects them, a co-worker rather than someone who tells them what to do and how to do it. They long for a competent role model that is energetic, creative, tolerant and flexible, someone who enjoys life while still working hard9.
Coaching Chinas Future Leaders Sandra Retzer 2012

They want to experience working in a positive corporate culture with flat hierarchies and space for creativity and innovation that allows them to be involved in the decision- making process. The perception of Gen X leaders towards an ideal leader differs in the sense that they ask for a decisive person that motivates, gives support, guidance and values responsibility. They want a daitou dage (), a big brother that sets an example.

b) Work-Life Balance

We like to find the balance between life and job. My parents put energy and efforts on the work, but I want to enjoy life as well. -Gen Y interviewee-

It has been proven that a work- life balance contributes to job satisfaction and to the success of a company. Therefore, leaders have to take a closer, more relaxed and tolerant look on how to make work life more interesting and flexible.

The younger generation respects a boss who lives strong values equally at work and in private life, and they leave companies that do not live up to these expectations10. The 2012 Greater China Region and Singapore Talent Environment Report by MRIC clearly shows that health and a work- life balance are key to retain professionals in China11. Generation Y has high expectations regarding their

Coaching Chinas Future Leaders Sandra Retzer 2012

employers and the workplace. It strongly emphasizes work-life balance and shows an interest in flexible and employee- oriented systems, e.g. flexible work times that allow them to have enough time for recreation12. Generation X managers traditionally had to earn money in order to take care of the whole family, especially the older family members. They did not have much leisure time, sometimes even couldnt afford to travel and in some instances were not allowed to. In contrast, when asking Generation Y what is most important to them, they clearly point out that they dont want to be a slave to work, they want to enjoy love and relationships and have time for selfdevelopment (see figure 3).

Gen Y

Gen X

Friends Self development/ self fulfillment Help others/ make contribution Art Recognition Travel Love/relationship Family Achievement

Figure 3 The question is how to solve the existing challenges, how to close this generation gap. The younger generation wants constant training, but they also ask for mentoring and coaching. The earlier mentioned online survey showed that 55%

Coaching Chinas Future Leaders Sandra Retzer 2012

of senior managers and 34% of the young professionals would seek a coach when they face difficulties in the work place.

3. Change through Coaching

Coaching can help and make the change and shift in perspective possible. The coaching relationship is one of the most significant relationships within modern management techniques.

A coaching relationship is a trustful partnership whereby the coach supports the client and helps them move forward. In order for Gen X and Gen Y to improve their personal effectiveness, a coach facilitates the discovery of answers and new ways of working with each other. Coaching provides the perfect platform for reflection, active listening and raising self- awareness, 13.

It is clear that the nature of the relationship between leader and employee has to change. When Chinese Gen Y enters the workforce they face a boss that predominantly uses an authoritarian leadership style. But the traditional leadership style of hierarchy, order and control no longer works14.

In general, the expectation of Gen Y is to get support regarding their well- being as well as opportunities for personal and career development.

A starting point for a coach in working with Gen Y is of course raising awareness and giving positive and constructive feedback, but there are many more

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professional competencies that have to be worked on, for example verbal communication, active listening, building self confidence or being non judgmental. Gen Y is very convinced of their abilities and have fixed opinions on what their next career steps should entail, but they dont see their actual capabilities. Career coaching supports the client in raising self- awareness with a focus on identifying core strengths, values and true needs.

When encountering difficulties in their career development or at work in general, Gen Y is often left alone. Since their parents generally do not have rich experience in the workplace, they cannot expect much support and guidance regarding their careers, especially not when unlike their parents they work for a multinational company15. A coach can provide the space and tools for that support.

3.1.

Creativity & Communication Tools

When Gen Ys face a problem, they refer to and are highly dependent on the internet. The study showed that 60% of Gen Y respondents would first check the internet when they have difficulties at work. The positive thing about this Digital Generation is of course that they have a great amount of information and resources available when making decisions.

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a) Brainstorming Brainstorming is a powerful tool that can be used by a coach with the net generation. It is fun, can open up possibilities, break down assumptions and reveal essential insights.

b) Active Listening Active listening is one of the most important skills in the workplace. It increases job efficiency, leadership qualities and strengthens leader- employee relationships. A coach can show Gen Y how to effectively manage emotions and how to efficiently listen to the other person; this can sometimes be a key ingredient to successful relationships.

c) Feedback

Compared to their predecessors, the younger generation asks for immediate and regular feedback. For that they would benefit from learning to receive and also give constant, positive and constructive feedback themselves. Together with Gen Y a coach can work on feedback techniques so that they are able to speak about topics related to their performance, leave space for improvement and construct goals for the future with respect and maturity.

3.2.

Creating Awareness

Raising awareness for the needs and constraints of co-workers is essential in a leader- employer relationship.

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Gen Y is known as being more critical, but they also realize that their performance suffers at times, because they can be too emotional. In most cases, the trigger for emotions is ignorance towards the skills or work of Gen Y or unfair treatment. Coaching Generation Y in how they can handle their emotions and problems can be a success criterion for organizations16.

a) Finding Balance

A coach assesses the now, lets clients talk about their dreams and visions, about what they need to be happy, what motivates them, what they are passionate about and what a real balance means to them in practice. Together with the coachee SMART goals are set, goals that are realistic and negotiable with the senior managers.

b) Inspire Creativity Creativity lies within everyone as a natural human trait. The young professionals are more creative and can show their full potential in the decision-making process. Coaching skills like brainstorming and mind mapping contribute to a successful implementation of Gen Ys creativity in the work environment. Being respected, letting them show their creativity highly contributes to Gen Ys happiness at work.

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4. Summary and Outlook

This paper shows what motivates Generation Y, what it expects from their Gen X leaders, their careers and lives. Additionally it identifies key impacts of coaching on the performance of Gen Y.

It is important to point out that it is insufficient to only coach Gen Y as there are many areas for improvement for Gen X managers: a) Raising their awareness for the needs of the younger generation, enabling a shift in their perspective, asking the right powerful questions or sharing knowledge will contribute to having a fruitful relationship. b) Visualization methods like mind mapping, lateral thinking17 and role- plays can successfully be used by trained coaches with the senior management in order to inspire creativity. c) Supportive coaching and recognition are important management tools with Gen Y and can be taught to Gen X managers.

Looking at the future outlook and trends of studies on coaching in China a trend towards team coaching can be seen. As mentioned above, it is not enough just to work with one generation: another approach can be to look at them as a team in order to manage actual and future challenges in this relationship. In China, coaching is already widely accepted and a growing business, but a better knowledge about coaching for the coachee is important in the future. Furthermore, a better transparency about the coaching process and clarity of the

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coaching objectives could make coaching more comprehensive and satisfying for the coachee18.

It is obvious that the senior managers who grew up in a communist environment with a hierarchic leadership style conflict with the needs of the younger generation. We can no longer judge Gen Y with existing value systems, but rather must find their merits within them and make full use of their wisdom and creativity, because Gen-Y represents the future19 and will quickly take over key positions in most companies.

As generation Y already dominates the workforce it is inevitable that they will lead Gen X and/ or another Gen Y in the near future. Further research has to be done on the Gen-Y leader/Gen-X employer pattern as well as on the particular leadership style of Gen Y that will definitely be different from previous leadership styles and will be predominant in companies in China in the future.

Companies should prepare for a new generation of Gen Y leaders by developing a close working relationship with professionals in the coaching field to enhance management and organizational skills in addition to inspiring a willingness to be managed, leading to an environment of freedom of expression and a discovery of Gen Ys full potential.

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References
1. Wunderer, R. & Dick, P. (2000). Ein Blick in die Zukunft des Personalmanagements. Personal, 8, p. 32. 2. Gerken, G. (1992). Management by Love. Mehr Erfolg durch Menschlichkeit, Dsseldorf, p.125. 3. Wunderer, R. & Dick, P. (2000). Ein Blick in die Zukunft des Personalmanagements. Personal, 8, p. 31-37. 4. Lynton, N. & Thogersen, H. (2010). Succeeding with Generation Y in China. (Online), retrieved September 2, 2012. http://www.criticaleye.net/insights-detail.cfm?id=2143 5. Maeder, M. & Ramel, J. (2011). Recruiting and Retaining Generation Y employees: Attraction and Engagement in China. (Online), retrieved September 2, 2012. http://china.ahk.de/?id=53416 6. IBM, Universum & Zehnder, E. (2008). Generation-Y: Challenges and Strategies for HR Management, p.14. 7. Lynton, N. (2011). Aint Misbehaving: Labours and Loves of Chinas Gen Y. (Online), retrieved September 2, 2012. http://www.nandanilynton.com/global-leadership-publications.htm 8. Claire Raines, C. & Arnsparger, A. (2010). Millenials at work. (Online), retrieved September 2, 2012. http://www.generationsatwork.com/articles_millennials_at_work.php

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9.

Singh, N. (2011). How Generation Y Can Lead China. (Online), retrieved September 2, 2012. http://www.china-briefing.com/news/2011/03/22/how-generation-y-can-leadchina.html

10. Lynton, N. (2011). Tips for Retaining Young Talent in China. (Online), retrieved September 2, 2012. http://criticaleye.net/insights-detail. cfm?id=2787 11. MRI China Group (2012). Greater China Region and Singapore- Talent Environment Report. 12. Lynton, N. (2011). Tips for Retaining Young Talents in China. (Online), retrieved September 2, 2012. http://www.nandanilynton.com/global-leadership-publications.htm 13. www.icoachacademy.com 14. IBM, Universum & Zehnder, E. (2008). Generation-Y: Challenges and Strategies for HR Management. 15. IBM, Universum & Zehnder, E. (2008). Generation-Y: Challenges and Strategies for HR Management. 16. Lynton, N. & Thogersen, H. (2010). Succeeding with Generation Y in China. (Online), retrieved September 2, 2012. http://www.criticaleye.net/insights-detail.cfm?id=2143 17. De Bono, Edward (1999). Six Thinking Hats. New York, NY: Bay Back Books.

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18. Schmitz, R.B. & Wang, S. (2012). 2nd Comprehensive Coaching Study in China. Presented at the Human Resources Working Group of the European Chamber of Commerce in China, Beijing. 19. IBM, Universum & Zehnder, E. (2008). Generation-Y: Challenges and Strategies for HR Management.

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Appendix 1: Interview questionnaire

1. How old are you? 2. Are you ( ) male ( ) female?

3. Where did you grow up? 4. What languages do you speak? 5. Have you lived abroad? How long? 6. How long have you been working for this company? 7. How often have you changed jobs since graduating? 8. In comparison to your parents your way of thinking and behaving is ( ) completely different
( ) mainly different

( ) in general similar ( ) almost or completely identical The biggest difference is_______________________________________ 9. Do you try to avoid conflict? ( ) Yes ( ) No ( ) depending on the situation

10. What is more important to you- individual or collective? ( ) Individual ( ) Collective ( ) equal

11. The Confucian influence on your behavior is ( ) very big ( ) rather big ( ) rather small ( ) almost zero

12. The Western influence on your behavior is ( ) very big ( ) rather big ( ) rather small ( ) almost zero

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13. When speaking to your boss/ employee do you try to adapt to their way of thinking? ( ) Yes ( ) No ( ) depending on the situation

14. Which situation in your work environment has been critical/ problematical? 15. How important is hierarchy? Seniority?

Specific questions for management? 16. How loyal are your employees? How high is the employee turnover? 17. How do you rate the educational background of the younger generation in comparison to yours? 18. How do you recruit personnel in Chinas high competitive market? 19. How can you retain top-grade personnel in China? 20. Are you offering leadership training? 21. Do female leaders act differently? 22. How important is trust? 23. How do your employees perceive you? 24. Modern Chinese values: What is the difference in comparison to the older generation? 25. Can Western leadership styles be adapted to China in your opinion? 26. How would you describe the leadership style in your company?

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Appendix 2: Online Survey

1. Are you male or female?

2. What year were you born?

3. How long have you been working in your current position?

4. If you could change your job, would you prefer working for
a private Chinese company? a Chinese SOE? a multinational/foreign company? your own business? Other (please specify)

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5. What is most important to you? (choose 3 answers)

Friends Family Value Self-growth Freedom Happiness Health Career Wealth Other (please specify)

6. What makes you happy? (choose 3 answers)

Friends Self development/self fulfillment Help others/make contribution Art Recognition Travel Love/relationship Family Achievement Other (please specify)

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7. What are the characteristics of Generation Y managers () and Gen X managers (name as many topics as possible)?

8. When you face difficulties in your work environment, whom would you consult? (please rank your answers)
definitely not Coach Consultant Mentor Parents Colleagues Boss Friends Internet Research (Baidu) Other (please specify could be N/A definitely yes

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9. What would a great boss look like? What do you expect from his/your company?

10. Can you name a company that is a role model regarding corporate social responsibility? Why?

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