The Zoomers, our next generational wave E-BOOK

Introduction to the Generations

Core Message:
Part One introduces the importance of understanding generational differences in the workplace. It encourages readers to adopt a mindset of “Not wrong, just different” rather than judging other generations through their own lens. Misunderstanding generational values and behaviors can lead to conflict, disengagement, and turnover.

Key Themes:

Mindset Shift:
Viewing differences as wrong is limiting. Embracing differences invites learning and collaboration.
Workplace Conflict Rooted in Generational Divide:
Since around 2011, generational differences have contributed to confusion, conflict, and productivity issues in organizations.
Leadership Requires Self-Awareness:
Effective leadership starts with understanding yourself and being open to the preferences and motivations of others.
Cultural Context Shapes Each Generation:
Our views and behaviors are shaped by events during our formative years (birth–20). These vary significantly by generation, geography, and upbringing.

Generational Overviews:

Baby Boomers (1946–1964)

Traits: Hardworking, loyal, competitive, job-focused, team-oriented.
Defining Events: Civil Rights Movement, Vietnam War, Watergate, high-profile assassinations.
Workplace Presence: Subset 1 (<5%), Subset 2 (12%)

Generation X (1965–1980)

Traits: Independent, realistic, diverse, informal, results oriented.
Defining Events: Latchkey childhood, tech revolution (Apple, Microsoft), rising divorce rates, economic changes, ADA law.
Workplace Presence: 25%

Millennials / Gen Y (1981–1996)

Traits: Tech-savvy, optimistic, socially conscious, balance-seeking, open-minded.
Defining Events: 9/11, Gulf War, Internet explosion, school shootings, environmental and social justice movements.
Workplace Presence (2022): Y.1 (27%), Y.2 (19%)

Generation Z / Zoomers (1997–2012)

Traits: Digitally native, fast information processors, socially conscious, connected, early adopters of tech.
Defining Events: Smart tech rise, climate activism, social media, ongoing global crises.
Workplace Presence: >12%

How to Use the Book:

Reference events and traits to build generational understanding.
Apply insights in leadership, hiring, team building, and conflict resolution.
Use in book clubs or workplace discussions.
Consider the “Zoomer Project” as a model for bridging generational gaps.

Visual Tools & Analogies:

Generational Influence Graph: Emphasizes ages 0–20 as most influential.
Dimmer Switch Analogy: Generational transitions are gradual, not abrupt.
Cultural Nuances: Differences even within regions (e.g., Chicago neighborhoods) can impact generational experiences.

Avoid Transference, Stereotypes, and Meta-Stereotypes

Transference

Definition: Transferring feelings or expectations from past relationships (like parents, teachers, or siblings) into current workplace figures.
Impact: Can distort relationships, e.g., treating a boss like a parent, competing with coworkers like siblings.
Trigger Points: Leadership changes, organizational stress, generational differences.
Result: Misunderstandings, misplaced loyalties, and emotional reactions rooted in past experiences.
Action Step: Increase self-awareness. Use a coach or counselor to uncover blind spots. Set clear goals and expectations to prevent transference-based dynamics.

Stereotypes

Definition: Oversimplified and generalized beliefs about a group (e.g., “Millennials are lazy” or “Boomers are out of touch”).
Impact: Harmful, divisive, and often untrue. Creates barriers to collaboration and understanding.
Action Step: Avoid starting relationships with assumptions. Focus on the individual, not the group label.

Meta-Stereotypes

Definition: Beliefs about how other groups view your group (e.g., a Millennial assumes a Boomer thinks they’re lazy—even if nothing is said).
Impact: These unspoken assumptions can cloud interactions before they begin.
Action Step: Recognize these hidden thoughts. Don’t let imagined judgments shape how you treat or perceive others.

Bottom Line:
Healthy, productive relationships, especially across generations—require awareness and intentionality. Let go of past projections, generalized beliefs, and assumed judgments to build real, respectful connections.

Part Two explores the identity, values, challenges, and needs of Generation Z, referred to as Zoomers (born ~1996–2012). It opens with quotes capturing the emotional vulnerability, resilience, and idealism of this generation.

Zoomers are digital natives who have grown up in an internet-saturated, fast-paced world, with instant access to information—but also constant exposure to social media pressures, cyberbullying, and global crises. While some view them as overly sensitive or radically progressive, the truth is more nuanced.

They share a spirit of activism and societal challenge similar to the Boomer generation, but they are doing so without a firm moral foundation or collective identity, which leaves many of them searching, uncertain, and in need of mentorship.

Zoomers value purpose over paycheck, mental health, social justice, inclusivity, and authenticity. They will not stay in environments that feel inauthentic, undervalued, or misaligned with their beliefs.

Despite being open and expressive online, Zoomers are deeply affected by societal judgment, and often feel misunderstood, overexposed, and unsafe—even in places like schools or public events. The rise of digital nomadism, entrepreneurship, and workplace flexibility are reshaping traditional career paths, but this also introduces new complexities.

The chapter emphasizes that Zoomers need grace, guidance, and understanding—not judgment. It advocates for mentorship and a mindset of “Not Wrong, Just Different,” reminding older generations that helping this cohort flourish is both a moral responsibility and an investment in the future.

How Can I Relate to Zoomers?

This section focuses on how individuals and organizations can effectively connect with Generation Z (Zoomers) especially in the workplace.

Key Points:

🔹 Actions = Words

Zoomers place equal importance on words and actions. They expect brands, leaders, and employers to be authentic and consistent. Empty statements without visible follow-through are seen as dishonest or fake.

🔹 Authenticity Matters

Zoomers heavily rely on online reviews (e.g., Glassdoor, Yelp, Google) to evaluate both employers and products/services. They are savvy, informed consumers and employees. Hiring is a two-way street—they’re evaluating you as much as you’re evaluating them.

🔹 Company Culture & Branding

To attract and retain Zoomers:

Align your external brand with your internal culture.
Work with strategists and consultants to analyze and improve company culture, close generational gaps, and boost engagement.

🔹 Language & Inclusion

Language must be inclusive, current, and respectful. Outdated terms or assumptions may alienate Zoomers. Employers must be willing to navigate changing social norms, especially around identity and communication, without judgment—even when it’s uncomfortable.

🔹 Congruency is Critical

Zoomers spot inconsistencies quickly. If what a company says doesn’t match what it does, trust is lost. This principle applies across all generations but is especially non-negotiable for Zoomers.

🔹 Core Values Drive Connection

Companies and individuals must identify and live out their core values. Referencing Patrick Lencioni’s framework (Core, Permission-to-Play, Aspirational, Accidental values), the text emphasizes doing the hard work of aligning stated values with actual behavior—with outside support if needed.

Bottom Line:

To relate to Zoomers, be real, be respectful, and be consistent. Prioritize actionable integrity, inclusive language, and cultural alignment. Relating to this generation requires intentional effort, emotional intelligence, and a willingness to grow.

How to Relate to Zoomers in the Workplace

Key Quotes emphasize active listening, inspiring others, authentic communication, and helping people achieve their goals.

Core Themes and Action Steps:

Celebrating Individualism
- Zoomers expect and thrive on personalized recognition.
- Praising individual traits helps build strong workplace relationships.
Understanding Generational Impact
- Zoomers were shaped by events like the pandemic, economic downturns, and school violence.
- These experiences influence their need for safety, validation, and meaningful connection.
Train in Soft Skills
- Many Zoomers missed key development windows due to global disruptions.
- Invest in mentoring and innovative soft skills training to help them thrive.
Encourage Authentic Conversations
- Create space for face-to-face, trust-building dialogue across generations.
- Use open questions and storytelling to find shared ground and build empathy.
Establish Mentorship Programs
- Relationships build trust and boost productivity.
- Mentorship helps Zoomers grow professionally and connect across generational lines.
Address Stereotypes & Self-Awareness
- Challenge generational assumptions (about others and yourself).
- Focus on understanding and bridge-building, not judgment.
Offer Individual Affirmation
- Regular praise fosters motivation and positive workplace culture.
- Affirmation benefits both the giver and receiver.
Create Psychological & Physical Safety
- Safety is a top concern for Zoomers due to their formative experiences.
- Companies must address violence, bullying, and workplace well-being proactively.
Communicate Company Values Clearly
- Your website and public messaging should reflect your commitment to safety, diversity, and support.
- Authenticity between public image and internal reality is crucial—Zoomers will call out inconsistencies.

Bottom Line:

Zoomers crave authenticity, connection, safety, and growth. By affirming individuality, fostering mentorship, promoting open dialogue, and creating safe, inclusive environments, companies can effectively engage and retain this generation—who, in turn, can become catalysts for cultural transformation.

Embracing the Zoomer – Learning to Relate Across the Generations

Summary:

The piece emphasizes the importance of bridging generational gaps—particularly with Gen Z (Zoomers)by fostering mutual understanding, respect, and communication. It opens with quotes about legacy, leadership, and generational influence, setting the tone for intergenerational collaboration.

A key anecdote highlights a generational communication clash between a Baby Boomer and a Gen Y intern. Through coaching, the older participant learns to see differences not as wrong, but simply different, emphasizing empathy and reframing assumptions.

The text explains how Gen Z—true digital natives—seek authenticity and truth through constant access to diverse sources online. They value open-mindedness, innovation, and critical thinking, but often feel disengaged when met with rigid or outdated methods. Effective engagement means inviting their input, valuing their perspective, and encouraging collaborative problem-solving.

Communication is a major barrier, as Gen Z’s use of slang, emojis, minimal punctuation, and fragmented messages often confuses older colleagues. Misunderstandings can arise from differing interpretations of tone, emoji use, or message structure. Yet, these same tools can foster creativity and expression if older generations remain curious and teachable.

The article calls for mutual respect, emphasizing that older generations should take the first step in modeling kindness, openness, and interest in Gen Z’s world. Doing so builds trust, unlocks innovation, and promotes a culture of appreciation and growth.

Key Takeaways:

Generational misunderstandings often stem from different communication styles and assumptions—not from disrespect.
Gen Z values authenticity, truth, and open dialogue, shaped by their constant digital connectivity.
Stereotypes hinder connection; curiosity and empathy build bridges.
Encourage intergenerational mentoring and reverse learning, especially around technology and communication norms.
Respect should be mutual, and older generations can lead by example to show interest and willingness to adapt.
Companies can foster inclusion by making space for Gen Z’s input and teaching their language norms, even incorporating emoji culture and communication trends.

Closing Quotes:

Quotes from Charles Schulz, MLK Jr., George Bernard Shaw, and scripture emphasize legacy, humility, and the need for self-reflection in intergenerational relationships.

Understanding Zoomers in the Workplace

Who They Are:
Zoomers (Gen Z) are tech-savvy, socially conscious, entrepreneurial, and highly diverse. They’ve grown up with modern technology and social media, making them quick learners and confident digital natives.

What They Want:

Face-to-face communication (including virtual platforms like Zoom)
Workplace flexibility—not necessarily remote-only, but options that focus on results over time clocks
Clear paths for growth and skills development, especially in real-world communication and presentation
Transparency, equity, and fair compensation
Diversity, inclusion, and authentic leadership that reflect the values of equality
Opportunities for entrepreneurship, innovation, and career autonomy

Challenges They Present:

May lack in-person communication and presentation experience
Demand more from leadership in terms of trust, equity, and transparency
Prefer collaboration and may challenge traditional hierarchy

Opportunities They Offer:

Agile with emerging technologies (e.g., Web 3.0, remote collaboration tools)
Ideal for mentorship programs (both as mentees and mentors in tech)
Can drive innovation and cultural growth through diversity and fresh perspectives
Interested in contributing to meaningful, purpose-driven work

Leadership Implications:

Adopt flexible, inclusive work environments
Provide cross-generational mentoring
Embrace Zoomers’ entrepreneurial spirit
Address pay equity and offer learning opportunities
Foster open communication, especially around D&I efforts

Bottom Line:
Zoomers are here to disrupt—in a good way. Organizations that embrace communication, collaboration, and innovation will attract and retain this rising generation of leaders.

Fact or Fiction?

Work Ethic & Collaboration:

Zoomers do want to work hard—but on their own terms.
They seek meaningful, collaborative work that aligns with personal values, not just company goals.
Companies must provide tools, flexibility, and transparent environments to retain and engage them.

Diversity & Inclusion:

Diversity is ingrained in Zoomers’ lives—racial, cultural, sexual, and familial.
They expect the workplace to reflect this and may clash with organizations that haven’t evolved.
Employers must actively evaluate and adapt their DEI practices and culture.

Digital Natives:

Zoomers are highly connected, proactive learners.
However, excessive screen time can lead to social isolation, addiction, and underdeveloped interpersonal skills.

Financial Mindset:

They are practical and financially cautious, shaped by the Great Recession and student debt burdens.
Their values mirror those of the Great Depression-era Traditionalists—security, frugality, and skepticism of debt.

Mental Health:

Gen Z faces higher rates of anxiety, depression, and loneliness—exacerbated by cyberbullying and the pandemic.
They are deeply affected by constant digital exposure to trauma (e.g., climate change, violence).
Mental health policies in the workplace must be proactive, empathetic, and informed.

Activism & Social Awareness:

Zoomers are politically active and expect brands and employers to take clear stances on social issues.
They are not afraid to hold institutions accountable.

Consumer Behavior:

Gen Z are shrewd, value-driven consumers.
They research thoroughly, rely on peer reviews, and prefer authentic, sustainable, and personalized products.
Purchasing is tied to identity and values.

Overall Message:
Zoomers are not lazy or entitled—they are different. To engage them, businesses must shed outdated assumptions, embrace diversity, prioritize mental health, offer transparency, and align with Gen Z’s values. “Not wrong, just different” is a key mindset for navigating generational shifts in the workplace.

Retention of Zoomers in the Workplace

Retaining Gen Z (Zoomers) in the workplace requires intentional effort to make them feel valued, understood, and appreciated. Retention hinges on leaders creating a supportive culture through clear communication, personal connection, and meaningful recognition.

Core Quotes

Leadership is about:

Defining reality, serving others, and showing gratitude (DePree).
Inspiring others to do great things (Reagan).
Building loyalty through genuine interest in people (Lencioni).
Hiring people who align with your beliefs (Sinek).
Recognizing that thoughts become destiny (Outlaw).

Why Retention Fails

People leave when they don’t feel valued.
Miscommunication often stems from speaking different emotional “languages.”
Picture each employee as having a “value jar” if it’s full, they stay; if it’s empty, they leave.

The 4 Workplace Languages of Feeling Valued

Words of Affirmation
Daily, sincere praise and appreciation are critical for some.
Acts of Service
Helping employees with tasks shows investment in them.
Financial Perks
Bonuses, gifts, and incentives show tangible appreciation.
Quality Time
Active listening and undistracted conversations convey deep respect.

Retention Strategies

Know your employees’ value language (use assessments).
Invest in professional development and mentorship.
Create consistent feedback loops.
Offer compensation that’s personally meaningful.
Provide opportunities for service and community engagement.
Be physically and mentally present with staff.

Communication Rules for Zoomers

Be direct, efficient, and clear—Zoomers value their time.
Communicate with a framework and desired outcome.
Edit communication mercilessly to remove fluff and emotion.
Be aware of nonverbal cues, including eye contact and tone.
Use digital tools, but for important matters, prefer face-to-face.
Always listen first, seek feedback, and respond thoughtfully.
Avoid hypocrisy: “Do as I say, not as I do” doesn’t work.

Challenges with Zoomers

Many struggles with eye contact and in-person communication due to digital upbringing.
Companies must train and mentor for presentation skills.
“Quiet quitting” is rising—where employees set hard boundaries and stop work at quitting time, even mid-task.
- Employers must explore why this is happening and offer solutions and incentives that respect work-life balance.

Final Thought

Retention of Zoomers is a process of intentional learning and action. Implementing even small changes—one bite at a time—can yield significant loyalty and engagement. Zoomers will stay where they feel seen, heard, and supported.

POST-2020 FOR THE GENERATIONS

Overview:

This chapter explores the impact of the post-2020 world on generational communication, workplace dynamics, and leadership. It emphasizes the role of faith over fear in navigating the uncertain, often fear-driven landscape left in the wake of the COVID-19 pandemic.

Key Themes:

A Call for Unity and Kindness

Quotes urge a shift toward compassion, inclusion, and healing.
We are collectively grieving and need shared hope and resilience.

Generational Context

The workforce currently spans four generations and will soon include five with the addition of Generation Alpha.
The failure to prepare for Zoomers (Gen Z) after 2020 has caused friction—but it’s not too late to course-correct through mentorship and professional development.

The Role of Fear

Fear became a dominant mindset post-2020, especially in major cities and corporate environments.
It has influenced communication, decision-making, and overall productivity.
Different communities responded differently: some embraced strict measures, others resumed “business as usual.”

Faith Over Fear

The authors argue that faith—not necessarily religious, but belief in purpose and resilience—is essential for success moving forward.
Faith fosters creativity, risk-taking, innovation, and leadership.
Fear, in contrast, paralyzes and lead to stagnation.

Communication and Mindset Shift

You must personally choose between operating in fear or faith.
Ask yourself: Are your decisions and conversations driven by anxiety or confidence in a better future?
The authors encourage readers to shut out fear-based narratives and reclaim creativity, hope, and boldness.

Moving Forward with Purpose

This message is not just about recovery, but redefining identity and impact in the post-2020 world.
It’s a call to action for leaders and individuals to embrace faith-led living and leadership, especially across generational lines.

Call to Action:

“What can you do today to make a positive impact on Generation Alpha through your behavior modeling, knowledge, expertise, and mentorship?”

THE GEN Z L.I.F.E.L.I.N.E. MENTORSHIP

Overview:

This section focuses on the importance of mentorship as a key tool for engaging and supporting Generation Z (Zoomers) in the workplace. It highlights the differences between leadership, management, and mentorship, and stresses how mentorship can foster organizational culture change and prepare Zoomers for future leadership.

Key Points:

Importance of Mentorship

Mentorship empowers others by helping them see and believe in their potential.
It is a mutual, intentional relationship that shares wisdom, experience, and guidance.
Mentorship goes beyond friendship, it’s purposeful and transformative.

Leadership vs. Management vs. Mentorship

Leadership: Influencing others toward a vision; motivating, strategizing, and inspiring.
Management: Organizing resources, focusing on results and goals, and understanding employees’ motivations (WIIFM).
Mentorship: Serving and guiding individuals for growth, often addressing personal and professional development in a confidential, supportive relationship.

Challenges Faced by Zoomers

Zoomers often feel like outsiders in workplaces still shaped by Boomer mentalities.
The pandemic (2020) heightened fear and uncertainty across all generations, affecting workplace dynamics.
Many organizations struggle to adapt and invest adequately in mentoring Zoomers.

Why Mentorship Matters Now

Mentoring builds ownership, buy-in, and engagement, which are lacking when only tasks or quotas are given.
It supports career development, work-life balance, and aligning individual goals with organizational culture.
Despite challenges (market pressures, resource constraints), mentoring is essential likened to “sharpening the saw” for ongoing growth and effectiveness.

Mentor Qualities and Impact

Effective mentors listen empathetically, share experiences, reflect insights, and encourage mentees.
Mentoring relationships can be formal or informal but must be purposeful.
Influential mentors serve as role models and help mentees navigate career and life challenges.

Closing Thought:

To prepare the next generation and maintain organizational success, companies must embrace mentorship as a vital practice—investing time and resources to develop Zoomers and facilitate positive cultural change.

THE BENEFITS OF MENTORING

Key Benefits of Mentoring:

Knowledge Sharing: Mentoring is a two-way exchange where both mentor and mentee gain insights and perspectives.
Community Building: Mentoring fosters a sense of belonging and shared purpose among employees.
Practical Guidance: Mentors provide real-world advice beyond academic learning, helping mentees navigate workplace challenges.
Confidence Growth: Mentees develop humble confidence; mentors also gain confidence through supporting others.
Relationship Development: Mentoring improves communication and interpersonal skills, benefiting multiple relationships beyond just mentor and mentee.
Generational Bridges: Successful mentoring helps bridge gaps in understanding between different generations.
Multiplying Impact: Mentees learn how to mentor others, creating exponential future benefits.
Trust Building: Mentoring offers a trusted, confidential space to discuss career goals and challenges.
Mutual Mentoring: Relationships can be reciprocal and benefit both parties, as shown by examples like preschools in nursing homes.

Types of Mentoring:

One-to-One: Traditional model with one mentor and one mentee.
Group Mentoring: One or more mentors with multiple mentees, common in youth programs.
Peer Mentoring: Support among colleagues with similar roles or experiences.
E-Mentoring: Remote mentoring using technology, popular with Zoomers.
Reverse Mentoring: Younger employees mentor older ones, requiring openness and humility.

Outcomes of Mentoring:

Provides psychosocial and emotional support (not therapy but guidance).
Help close skill gaps exacerbated by recent events (e.g., pandemic).
Enhances emotional intelligence (EI), including self-awareness, self-regulation, motivation, social awareness, and social skills—improving success and relationships.

Qualities of Great Mentors:

Willingness to share knowledge and invest in mentee success.
Positive attitude modeling core organizational values.
Ability to give constructive, adaptable feedback.
Willingness to challenge and stretch mentees to grow.
Mentorship passes on not just skills, but also important attitudes and company culture.

Current Context & Needs:

The workforce has changed drastically due to retirements, COVID-19, and market challenges.
Mentorship is now critical for all generations, especially Zoomers.
Mentor-mentee relationships vary in length and should be monitored for outcomes using KPIs.
Organizations should appoint Mentor Coordinators to oversee mentoring effectiveness.

Mentor Training Essentials:

Listening and communication skills.
Providing feedback, problem-solving, and critical conversations.
Helping mentees set and reach goals.
Setting clear expectations and meeting agendas.
Establishing healthy boundaries and effective mentoring relationships.

The Match Game and related mentoring topics:

The Match Game: Matching Mentors and Mentees

Before starting mentoring, clarify business goals, mentee’s skill gaps, goals, and time commitment.
Matching can use assessments (e.g., Myers-Briggs, DISC), but focus on profiles, skills, and experiences.
Important questions cover professional history, skills to develop, and what each hope to gain or offer.
Avoid strong personality clashes but diversity can be beneficial. Shared interests help but aren’t critical.
Mentor-mentee relationships usually follow stages: Forming, Storming, Norming, Performing, Adjourning.
A mentorship coordinator can help manage progress and resolve issues.
Evaluate relationships by checking if goals/KPIs are met, communication quality, time spent, and mutual benefit.

Opportunities to Mentor

Mentors can help mentees with:

Career guidance: identifying strengths, goals, and paths.
Skill development: tutoring and training in specific skills.
Sponsorship: advocating and recognizing mentees publicly.
Goal setting: helping set and visualize short- and long-term objectives.
Problem-solving: developing cognitive and analytical skills.
Networking: expanding professional contacts together.
Stress management: mentoring reduces stress and burnout, helps with work-life balance, and navigates workplace politics.

Mentoring Across Generations

Millennials: Value growth, feedback, personal connections, clear goals broken into steps, and variety in learning.
Gen X: Value work/life balance, independence, clear expectations, trust, creativity, and recognition.
Baby Boomers: Seek new ways to work, share expertise, close knowledge gaps (esp. tech), and want respectful challenges, clear communication, and acknowledgment.

This overview highlights key points about matching mentors and mentees effectively, mentoring opportunities, and generational mentoring preferences.

Mentoring Zoomers, next steps for creating a mentoring program

Mentoring Zoomers (Generation Z)

Zoomers experience high stress and prioritize stress management and well-being.
Mentoring builds community and shared purpose, helping Zoomers thrive at work.
Intergenerational mentoring can be valuable but may face challenges from stereotypes.
Zoomers want to share their passions and help others understand their generation and communication style.
As mentees, they look for:
- Realistic, meaningful goals aligned with improvement
- Access to helpful information
- Regular feedback, recognition, and to feel valued
- Opportunities to have their ideas heard, implemented, and credited
- Respect as individuals with trusting, collaborative relationships
- Encouragement for creativity, initiative, and competence demonstration

Next Steps: Building Your Mentoring Program

Contact a professional mentor program consultant (e.g., Mary Erlain at Peak Development Strategies).
Identify key mentee and mentor candidates.
Choose the mentoring format(s) that suit your organization (in-person, group, online, etc.).
Develop the program details:
- Format(s)
- Timeline
- Budget
- Tools
- Key Performance Indicators (metrics)
Plan logistics:
- Meeting frequency and timing
- Location (onsite/offsite, working hours)
- Session length and overall program duration
Define desired outcomes for:
- Mentors (skills to acquire)
- Mentees (skills to acquire)
- Teams (improved dynamics and culture)
- Organization (cultural growth and change)

The goal is to create a mentoring program that fosters generational diversity and a strong, supportive workplace culture, with professional guidance available to help design and implement it effectively.

About the Authors

Meredith

Has had many roles: teacher, counselor, life coach, travel advisor for special needs, financial advisor, elected official, author, missionary, mom, wife, nana.
Now semi-retired, focusing on family and helping with specialized travel.
Updating the 5 Generations books to reflect current trends.
Enjoys hiking, crafts, traveling, reading, and has a passion for her Christian faith, sharing her experiences with others.

Mary

Also redefined herself multiple times: healthcare professional, financial advisor, sales coach, business coach, speaker, wife, mom, grandmother, and pet mom.
Owns Peak Development Strategies (since 2007), partners in E Group Partners, and facilitates PNG ™ networking groups.
Speaks professionally on generational diversity and soft skills.
Co-developing Christian Leaders in Action, confidential support groups for church leaders.
Animal lover, active in animal rescue with pets named after Biblical figures.
Deeply committed to her Christian faith, church service, and mentoring women.
Mission: to help people discover and use their God-given gifts and talents.

Joint Reflection

Meredith and Mary waited to update their original books, finding the process enriching.
They hope to inspire readers to recognize their talents and to pay it forward by mentoring others.

About Mary’s Business

Mary founded Peak Development Strategies in 2007 to help organizations grow by removing barriers and connecting key issues.
Services include consulting, coaching, training, and facilitation, offered live, hybrid, or online, primarily in the Chicagoland area.
www.peak-ds.com | m.erlain@peak-ds.com | Naperville, IL