The Millennials and Gen Z demand a different approach to work and leadership than their Gen X and Baby Boomer counterparts. 

Research from Olympic sponsor Allianz reveals 31 per cent of Australian employees believe their leaders lack empathy. 

In a three-part series, we investigate how our nation’s top sporting coaches are getting the best out of their athletes at the Paris Olympic Games. 

Today, we talk to Rohan Taylor, head coach of the Australian Swim Team. 

Australian national swim team coach Rohan Taylor has a list on the wall of his office. Written on it are the words: honesty, input and consistency.

The list is a daily reminder of the characteristics needed to lead the world’s premier swim team at the Paris Olympic Games.

At its core are two questions Rohan asks his athletes:

The first question: “What are the 10 characteristics an athlete needs to be the world’s best?” 

The second: “What are the 10 characteristics you want from me as your coach?”

Despite the athletes’ varying ages and experience, their answers are the same.

The swimmers, who range in age from 17 to 30, want their head coach to be honest with his communication, allow their input into the team’s vision and processes and to be consistent in the way he shows up.

“The Millennials and Gen Z know what they want and don’t want from their leaders,” Rohan says of the exercise developed by acclaimed Australian athlete, coach, and politician Ric Charlesworth.

“When I look at the athletes in our team, they’re so different, you’d think they all want something unique, but they don’t.

“They want to know where they stand. They want to be part of the journey. They want me to be firm but fair with them. 

“This exercise is effective for me. This helps me understand who the team is looking for me to be. It’s a mantra I’ve stuck with.”

This is backed by research from Allianz Australia that shows 31 per cent of employees believe their managers lack compassion towards their personal circumstances and the impact this has on their ability to do their job effectively.

Interestingly, 25 per cent of managers believe there is an ‘empathy gap’ in their own workplace, with nearly half of managers (45 per cent) agreeing they may have an unintentional bias or prejudice towards their team.

The research highlights the growing struggle many Baby Boomer and Gen X leaders face adapting to the new generation of employees who want more say, flexibility with their work and to be recognised for the value they bring to an organisation.

Unlike previous generations, the Millennials and Gen Z are known to question: Why should I do that? What’s in it for me? What’s the purpose?

Allianz Australia’s Julie Mitchell says it is a reminder managers can no longer have a “set and forget’’ approach to leadership.

“The pace of change, globally and locally, is so fast,” Julie says.

“Leaders need to constantly review their environment and to adapt; they need to be supported and equipped to lead with empathy.

“Everyone needs a voice. We have five generations working alongside each other, the ways of work are different, but needs are often the same. 

“Leaders need to take time to invest in their people; they must understand what motivates them through conversation.”

For Rohan, who is coaching at his sixth Olympic Games in Paris, the investment in learning and understanding the needs of his swimmers is as important as perfecting their strokes. 

This is a stark contrast for the Melbourne-born coach who grew up in the United States with hierarchical leadership where athletes didn’t ask questions, and trust for a person of authority was assumed. Respect, he says, illustrated simply by the head of the team being referred to as “Coach”, never by name.

It also differs from Rohan’s early coaching years under the guidance of the late Don Talbot, a Baby Boomer known for his candid, often gruff approach, to results-driven leadership. 

“Emotional intelligence is critical. I need to understand an athlete’s emotional state,” Rohan says of his strategy.

“To do this, I take time to get to know all the coaches and athletes on a campaign. I spend time with them at our team camps and by visiting their programs.

“Relationships are built around understanding what makes a person tick. 

“I spend more time now asking questions and being curious. It’s a matter of showing interest, but also letting them know the real me, not just the swim coach.

“What I’ve learned is Gen Z and the Millennials want to know why. They're not questioning you, they're curious. They want input into the process - they want to own it.’’

Rohan says observing and listening are key to his new-age leadership.

He is guided by advice from his father who said: “Live your life with your antenna up looking and listening for things that can help you. You'll be surprised when and where you get it from”. 

“It’s funny, when I was younger this didn’t resonate with me, but today it does. It reminds me I need to be consistent, present and available,” Rohan says.

“Self-awareness is essential. I take time to reflect and understand how I can improve my leadership. I'm at my best when I'm calm and focused.”

The Australian Swim Team goes to the Paris Games ranked number one in the world with Olympic gold medallists Ariarne Titmus, Kaylee McKeown, Mollie O’Callaghan and Kyle Chalmers shining for the Dolphins.

During the past 12 months, candid conversations between the head coach and his team, acknowledgement of failure and honesty around selection have been integral to building trust and an aspirational culture. 

He believes acknowledging failure is as important as success, when it comes to building a high-performing team.

 “You can’t just fly with the winners,” Rohan says.

“Those who haven’t performed need to be listened to and acknowledged, they need to know you have their backs.

“I don’t avoid hard conversations. I say, ‘Hey, I know you did everything you can, I feel for you and understand you're disappointed. I'm here for you’.  

“This is how you build a relationship to get the most out of those you lead.

“Gone are the days when you sent an email telling someone what to do or have quarterly meeting to discuss progress. This approach just doesn’t work with the younger generations.”

While empathy is needed, Rohan says leaders need to maintain a line between themselves and those they guide.

He advocates for assistance from leadership experts and feedback from candid confidantes, a “critical friend”, who wants you to be your best. 

“The challenge for me as a coach is to be in with the athlete on the journey, but not to the extent where it is emotionally debilitating,” Rohan says.

“You want to watch those you lead on the rollercoaster, be aware of the dips that are coming, but you don't get on the rollercoaster. If you do, you’ll bury yourself and lose your objective view. 

“You need to ask: ‘Are we on the right track? What do you think?’ It’s giving those you lead a voice, then it's your job as a leader to accept it or not.

“My role is to be consistent. I have my own private time, so it's not about being 24/7. If you go that far and it becomes debilitating. I try to actively be present and available when I’m there.”

And if he ever needs a reminder, Rohan only needs to look at the list on his office wall, to know what is needed to get the best from his athletes. 

Honesty, input and consistency.

Catriona Dixon