Millennials are serious about their social responsibility

Millennials are changing how work gets done, as they work more in teams and use more technology


Nothing is ‘usual‘ about 2021, so it is not surprising that many leaders have started examining their own approaches to managing people, leadership, and measuring success – their own and that of their teams and entire enterprises.

What is also changing is the make-up of the workforce. Millennials – the new ‘power group’ are well educated, skilled in technology, self-confident, and full of energy. They have high expectations of themselves, and many prefer to work in teams, rather than as individuals. Millennials seek challenges, yet work – life balance is of great importance to them.

Millennials are changing how work gets done, as they work more in teams and use more technology. Their social mindset, however, is also a significant factor. One of the characteristics of millennials is that they are prepared and willing to do well by doing good. Almost 70 percent say that giving back and being civically engaged are amongst their priorities.

Corporate Social Responsibility (CSR) is not a new thing. Defined as a type of international private business self-regulation that aims to contribute to societal goals of a philanthropic, activist, or charitable nature, by engaging in or supporting volunteering or ethically oriented practices, CSR is a fixture for many organisations. In some countries, reporting on CSR is one of the most highly anticipated corporate communication. In publicly- traded companies, stakeholders have started asking more questions about the impact or possible impact of such initiatives, and they make their purchasing decisions with that information at hand.

In fact, the United Nations Organisation (UNO) adopted the Global Co mpact (UNGC) —an international initiative proposed in 2000 by former UN Secretary General Kofi Annan —to call for stronger corporate social responsibility in the four areas of human rights, labour, environment and anti-corruption, and ten principles in respective areas.

This not only brings a challenge but also a big opportunity for the leaders – to ensure that the business/enterprise they are spearheading is an attractive one to the workforce and stakeholders of tomorrow.

Benefits of CSR programmes are multiple, but four of them are commonly cited:

1. Increased employee satisfaction
2. Improved public image
3. Improved customer/stakeholder loyalty; and
4. Increased creativity

Not every organisation has resources to build complex and sophisticated CSR programmes, but everyone, from an individual to the entire enterprise, can participate in some way. Yet, many leaders are still waiting for permission to bring up social responsibility in the boardroom discussions. Not too many leaders and boards are familiar with the UN 2030 Sustainable Development Goals. An even lesser number know how the actions of their own organisation or corporation can support them.

Working with an ICF professional coach can bring clarity in terms of goals that promote the organisation, as well as its mission and vision; meet the expectations of the stakeholders; and satisfy the expanded views of the employees about the value they offer. A professional coach is a person who partners with you and is committed to your accountability.

Professional coaches help improve lives, relationships and business performance, client by client. They make a real and measurable difference in people’s lives, which is why we’re passionate about making sure our ICF Professional coaches and the institutions that train them are well equipped to do their jobs.

Take the first step. Experience coaching for yourself

ICF has taken the lead in developing a definition and philosophy of coaching and establishing ethical standards among its members, while setting professional coaching standards and also giving consumers a venue to file ethics complaints.

The International Coaching Federation (ICF) is the world’s largest organisation leading the global advancement of the coaching profession and fostering the role of coaching as an integral part of a thriving society. Founded in 1995, its 35,000-plus members located in more than 140 countries and territories work toward common goals of enhancing awareness of coaching and upholding the integrity of the profession through lifelong learning and maintaining the highest ethical standards. Through the work of its six unique family organisations, ICF empowers professional coaches, coaching clients, organisations, communities and the world through coaching.

In India, ICF is represented by six vibrant chapters, all led by volunteers — ICF Bengaluru, ICF Chennai, ICF Delhi, ICF Mumbai, ICF Pune and ICF Hyderabad.

The author, Magdalena Nowicka Mook brings experience in fundraising, coaching, as well as consulting and association management. She is the CEO and executive director of the International Coaching Federation(ICF), where she acts as a partner to ICF’s global board of directors. A trained professional coach and systems’ facilitator, she is a frequent speaker on trends in coaching and leadership development as well as regulation and ethics. Having completed an MS in economics and international trade —from the Warsaw School of Economics, Poland —this graduate from the Copenhagen Business School’s Advanced Programme in International Management and Consulting, is a member of the Women’s Foreign Policy Group; Council on Non-profits. She also serves as a Chair of the International Section Council of ASAE, and isa member of the Advisory Board for Institute of Organisational Mindfulness.

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