Understanding Millennials in the Workplace with Michael Lamberti

Dec 8, 2021


Michael Lamberti is an Integral Master Coach in private practice in Toronto, Canada. He works with clients to help them discover and thrive in meaningful work. He began his coaching practice working with millennials in the early stages of building their careers, helping them to gain clarity when entering the workforce.

His expertise has now led him to coaching opportunities with NGOs in the Canadian public service. These are the types of organizations that work to better understand how to engage and support the younger generations of employees.

Unlike many of his contemporaries, who entered the world of coaching later on in life as a second career, Michael began his work as a coach at the age of 28, after working in a job he did not care for. Taking the risk and launching into a coaching career at a relatively young age has paid dividends for Michael because of the unique way he can connect with his millennial clientele.

Along with his coaching work, Michael also serves as a content producer and social media strategist for Integral Coaching Canada. He is also a member of the ICC Observer Faculty Team. When not coaching, he practices Zen meditation and Chen-style Practical Method, Taijiquan.

What you’ll learn about in this episode:

  • Get to know Michael and what inspired him to go into the coaching space.
  • Integral Coaching’s framework and what attracted Michael to this specific coaching style.
  • Michael’s understanding of what it means to be a millennial.
  • Distinctions between older and younger millennials and the influence of technology on these differences.
  • Why Michael thinks that the characterization of millennials being obsessed with technology is unfair.
  • Michael’s experience working in the insurance industry.
  • How millennials view time differently to most of the older generation.
  • What Michael would say to a leader opposing a remote workforce at their company.
  • The importance of businesses having time and geographical flexibility if they want to attract younger generations.
  • There are merits to working in-person if it is intentional and structured.
  • Millenials have to be clearer on what they want and the mentorship they hope for.
  • Trends Michael has noticed with company loyalty as well as the hiring process.
  • Michael’s insights into how companies can make recruitment more people-centric.
  • Traits Michael advises family business owners and entrepreneurs to look for in millennials.
  • There is a gap in many interviews in terms of gauging the resilience of a prospective hire.
  • What Michael believes employers should expect from the millennials they hire.
  • Some of the important skills that millennials can gain from the older generation.
  • True mentorship is a mutual and reciprocal exchange rather than a one-sided process.
  • The need to connect with our values and tie meaning into the work we do.
  • Personal and organizational values are unlikely to align perfectly, so be willing to compromise.