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 85 per cent of Australian leaders believe they show compassion to their teams but less than half of employees share this sentiment.

In a three-part series, we investigate the skills our nation’s top sporting coaches use to get the best out of their athletes at the Paris Olympic Games. 

Today, we talk to Colin Batch, head coach of the Kookaburras, the Australian Men’s Hockey Team.

Not many situations make Colin Batch nervous. 

A veteran of six Olympic campaigns both as a coach and athlete, the Melbourne-born hockey maestro has been, seen and done what most sporting leaders can only aspire to.

As a player, he was named in his first Olympic team in 1980, only to have his dreams shattered by the Moscow boycott but spent 11 years in the national side later competing at the 1984 Los Angeles and 1988 Seoul Games.

As a coach he has led and assisted the Olympic campaigns for Australia, Belgium and New Zealand, helping the Kookaburras to gold (2004), bronze (2008) and silver (2021).

Australia will play the quarter finals against world number three the Netherlands in Paris at 1.30am AEST.

Experience aside, he’ll never forget the butterflies he felt recently as a coach when addressing the team in a way he knew was essential to cement their engagement and respect as a modern leader. 

The Kookaburras had just finished two Tests against the Netherlands and the head coach knew he needed to be vulnerable to build a deeper connection with his players for success leading into Paris. 

For days he jotted notes to guide his narrative for the team meeting, thinking deeply about what would best resonate with his charges, things which showed his ability to navigate the unknown and overcome challenges.

“I was very emotional, it was hard to get out in front of the group and share my life story,” Colin says, of his speech focused on four h’s: highlights, hopes, heroes and hardships.

“But I wanted the players to know I was just like them. I have high expectations, but I also have doubts. 

“When I spoke about my life, my journey in sport and my family they started to see me in a different way. I talked about my dad’s passing, my children and my divorce, which was difficult.

“In a previous era, the coach was supposed to know everything; to never get anything wrong. That's all changed. 

“You get closer to the players by showing there are some things you don't know. There is a great strength to show vulnerability in front of those you lead.” 

Colin is not alone. Leaders across all industries are having to adapt their leadership to get the most out of the Millennials and Gen Z which demand a different approach to guidance in the workplace and beyond.

According to PWC, people born between 1980-2012 presently make up about 38 per cent of the global workforce, with this to rise to 58 per cent by 2030.

Unlike the Baby Boomers and Gen X, they embrace a “work to live” approach rather than “live to work” like their parents and grandparents.

The new generations want to be part of teams that are underpinned by purpose and driven by empathetic leaders. 

Despite 85 percent of managers believing they show compassion to their teams regarding their personal circumstances, research from Allianz found less than half of those employees shared the sentiment.

“The way I coach compared to when I was a player has completely changed,” Colin says.

“Back in the 1980s, it was coach-driven, whatever the coach said, we just did. We didn't question, there wasn't a lot of discussion, and decisions would be made without a thought about how it would impact certain players. 

“It’s not like that today. We want the players involved and they want that too.”

Empathy, understanding and viewing the athlete in a holistic manner is something Colin has embraced as a foundation for his leadership.

He says family is a priority with eight players now fathers juggling sport, parenthood and work. 

Midfielder Jake Whetton’s young son Felix often runs the field with his dad at the end of a game or training session. Colin is ready to welcome the other 11 offspring of the team as soon as they are able. 

He knows these moments help to build a culture of inclusiveness, trust and community.

Colin’s approach also includes the addition of an athlete well-being expert to provide further player insights and prevent any negative impact performance.

“If a player is suddenly behaving differently, as their leader I must embrace empathy to unravel what could be going on,” he says.

“It’s about having a non-threatening conversation; asking simple questions like ‘how are you going?’ or ‘I've noticed you're a bit nervous or you're a bit anxious’.

“We aren’t just concerned about their performance in sport, it’s what’s happening outside of training and competition that can have the biggest impact on performance.

“I remember once I tried to change a training session, but it caused all sorts of issues. I could see two athletes, one who was always stable and calm, struggling.

“I walked up to them and said, ‘We're going go back to the original plan, I'm sorry, I thought it might work, but I can see it's causing trouble’. I apologised; I owned my mistake.

“This is something all leaders need to be aware of. It takes time to be self-aware and show empathy, but it is essential to get the best out of your people.”

Colin, a Baby Boomer, has set up a leadership within the team to bridge the gap between coaches and players and enable the players’ voice to be amplified.

He regularly calls on the insights and expertise of five-time Olympian Eddie Ockenden and three-time Olympian Aran Zalewski, who boast more than 650 national caps between them.

“They have greater expertise in certain areas than I have,” Colin says.

“I’m always interested in what they might know. They've got intimate knowledge, sometimes better than the coaches, because they have hands-on direct involvement out there on the pitch.”

“We involve them at every stage, but at the end of the day, the leader, that's me as the head coach or a leader being a CEO, we must make the ultimate decision. It might not always be popular, but it's with the bigger context in view.

“The job of a leader is to set the expectations, allow people to try new things, take risks, get out of their comfort zones, but do it in a way that they realise it's not about failure, it's about learning. 

“The thing we regularly say to the players, you can make mistakes at training. We want you to make mistakes because it means the training is difficult, it's setting higher expectations, but it's a safe place, mistakes are part of the learning.”

And learning, Colin knows, is essential for all, as he adapts his leadership to get the best out of his Kookaburras at the Paris Olympic Games.

Catriona Dixon