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

Gen Z is the first digital generation. They have no memory of a world without the internet and communicate differently to their more senior colleagues.

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 Melissa Andreatta, assistant coach of the Australian Women’s Football Team.

When Melissa Andreatta’s number pops up on the phone of any of the Matildas, she wants their first reaction to be a positive one. 

Not a feeling of dread, like she remembers, back in the late 1990s and early 2000s when a call from the coach meant bad news.

Instead, the elite coach wants to be known for her care and the way she connects with her athletes; something she believes will underpin their sustained high performance.

As assistant coach of the Matildas, and head coach of the U23 women’s team, Melissa sights communication as the cornerstone of her leadership. 

Every day she uses technology to enhance the connection with her players through artificial intelligence, smart phone or video technology. It’s a rising trend as Boomer and Gen X leaders try to connect with the affectionately known “Zoomer” generations. 

Gen Z are the first digital generation. Most have never used a camera with film, a fax machine or paper map. They have grown up accessing information, content and services from anywhere in the world.

This combined with their experience of studying or starting careers during the pandemic has them pioneering, and demanding, new ways to communicate, work and live. 

Technology is core to their connection, a behaviour that encouraged Melissa to meet Gen Z on their terms, not her own.

“I've had to adapt my leadership style, especially in the area of communication, to get the best out of our players,” she says.

“They have grown up with screens in their hands, you must build relationships and trust in a way which resonates with them.

“Our players are based all over the world, so we communicate in a succinct and speedy way on apps. There are a lot of thumbs up and smiley face emojis, not long-winded text messages.

“The temptation is to send a text and think it’s fulfilling, but it’s not. It's talking that is important. 

“I'm mindful, I send a text and say, ‘Is now a bad time?’ When they say, ‘All ok’, I do a video or phone call so there's more of a human connection.

“Technology has taken leadership to a whole new level, but you can’t lose the human connection.”

This is backed by research from Olympic sponsor Allianz that shows 39 per cent of Australians want improved opportunities for open and transparent conversations in the workplace, along with clear communication channels to voice concerns.

This is a timely reminder for all those who guide teams that innovation is essential to engagement and outcomes.

As a player who grew up sitting in rows, dutifully listening to the coach, Melissa says she constantly refines her approach to ensure engagement and excellence in learning for the players. 

Meeting structures change regularly from on-field to off-field, small groups rather than en masse. Information is delivered as images with storytelling at the heart.

Melissa prides herself on embracing the three “Hs” in all she does as a leader: heart, humour and honesty.

The word love is a regular in her vocab, telling players: “I love what you are doing there. I love that path. I love that you gave it a try.”

She’s known among the Olympic team as someone who is always good for a joke, a game of Bananagrams and for being honest not only with her team, but herself as a leader.

One of her main concerns is the mental health of her players. 

This trend is backed by research from Allianz that reveals one in four Australians, both employees and managers, believe more action needs to be taken within their workplace to support the mental health needs of their people.

“Gen Z is a very independent and capable generation, but they are the most depressed, anxious and disconnected,” she says.

“This makes it even more important for me. I can’t just assume they're okay and they've got everyone around them they need, because it might not be the case. 

“I want our athletes to know they're cared about. They need to know I’m standing right beside them to help them fulfill their potential. 

“When we feel like someone cares about us, and we belong to something, we can perform at our best.”

With players contracted to clubs in Australia, Europe, United Kingdom and Scandinavia, technology is essential for the women’s national team to operate effectively.

The team uses software programs to combine and review video data to guide strategy and monitor team performance. 

Video conferencing allows coaches, a sports psychologist and well-being manager to play an integral support role for the athletes, no matter where they are in the world.

Melissa says the team values underpin anything that may be lost through distance or virtual meetups. 

“We have a shared understanding of our team values. This creates a high-performance environment where each member has a feeling of ownership and a sense of belonging,” she says.

“As a leader, you must be clear about what you stand for. Our team lives by our values: never say die, hard work, togetherness, grit and team first.

“Every one of our players wants to leave the jersey in a better place than they found it. These values have been passed on from generation to generation, so it comes from within.”

This is the leadership Melissa believes will help put the Matildas in a position to perform at their best throughout the Paris Olympic Games.

It is also an approach she believes can be emulated in businesses and organisations throughout Australia to help leaders get the best out of their teams. Her advice to business leaders is simple.

“Self-awareness and social intelligence are key. You must know yourself to know others,” Melissa says.

“I try to put myself in others’ shoes. You just never know what's going on for somebody and no matter how they show up.

“I used to feel like I had to say something and fix the problem. What I have learned is silence allows people time to make sense of what's going on or to come up with a solution.

“For modern leaders, it is essential to embrace leadership that fosters independent, creative, critical-thinking team members.

“You need to commit to finding out more about the people you lead; what they like, what they want and what they need to bring their best.”

For Melissa, that all starts with a phone call. 

And when her number does come up for our premier women footballers, it’s a feeling of: “Ahh nice, 🙂, it’s just Mel, on for a chat.”

Catriona Dixon