Generations
at Work I love the holiday season! A great time to get together with extended families - and a perfect time to conduct a little informal research on generational differences. Here's one example . . . I recently attended a family gathering where 17 year-old Alexandra, announced that she was quitting her weekend waitress job because the manager wouldn't give her time off to attend a party. Her statement and the responses she got from various family members were classic: "It's no big deal," Alex said. "I'll just get another job somewhere else." "Never quit one job until you have another," counseled her 28-year-old cousin. "Maybe you should consider staying there a little longer. It will look better on your resume," added her 49-year old mother. And Alex's septuagenarian grandfather grumbled, "Where is your work ethic young lady? That restaurant is counting on you!" When I address business audiences, I'm often asked whether or not it's fair to generalize when talking about individuals. And in many ways, it isn't. Everyone is unique - with personal motivations, desires, and goals. No one likes being lumped into a generational category that encompasses 18 years - and then stamped with a single label. But, like it or not, there are shared circumstances that help shape expectations and attitudes. And these circumstances differ with times in which people were born and raised. In today's work force, four generations are currently represented: o The Silent Generation, born between 1927-1945, are the children of world wars and the Great Depression. Because economic times were tough when they were looking for jobs, this generation tends to be hard working, loyal, and thrifty. o Baby Boomers (1946-1964) were raised in an era of opportunity, progress, and optimism. Growing up in a radically changing society marked by rebellion, shifting social norms, and outward challenge of authority, they created the need for organizational "vision, values, and mission." o Gen Xers were born between 1965-1983. They are technologically savvy and were raised in the age of dual-career families. Watching their parents "bleed company colors" only to be found "redundant," this generation hit the job market looking for career development, flexibility and work-life balance. o The Millennials (1984-2002) are the newest members of the work force. A "plugged-in" generation, they have been around technology since birth. Navigating the world of blogs, wikis, podcasting, and instant messaging is as natural to them as breathing. Each of these distinct groups of people views life differently. And it isn't just technology that divides the generations. Their differences include perspectives on authority and respect, hierarchy and collaboration, balancing the demands of work and home, aspirations for leadership, and the definition of workplace loyalty. Just consider the friction that is bound to exist in financial attitudes between those who grew up with economic scarcity, frugality and rationing during the Depression era and those who were raised in an "instant gratification, no payment until next year," society. And there's sure to be a clash between members of the Silent Generation, whose definition of leadership reflects the military structure with its command and control philosophy, and their Millennial counterparts who are distrustful of leaders in general - and who expect a collaborative/inclusive work environment. So what can organizations do to engage and motivate employees across generational boundaries? Here are a few ideas: o Expect and accommodate differences. Career growth and development opportunities are crucial to the retention of younger employees - as is exciting, challenging work. Silents and Boomers may be looking for a way to leave a legacy or to have their contributions acknowledged and shared. o Create choices and let the workplace organize itself around the job to be done. Call it empowerment or autonomy or flextime or "doing their own thing." The reality is that different work styles/hours/locations can attain the same results. And results are what count! o Focus on commonalities. Regardless of generational category, all employees have two things in common: They want to be successful and want to do meaningful work. When you build your management and communication strategies around these universal motivators, you appeal to the most senior as well as the newest members of the organization. Each generation has much to offer an organization - and much to offer other generations. The more we know about generational differences and similarities, the easier it is to create workplace environments based on complementary talents, mutual respect, and unified purpose. Carol Kinsey Goman, Ph.D., presents keynote addresses and seminars for management conferences and major trade associations around the world. She is an expert on helping individuals and organizations thrive on change. Carol is the author of nine books, including "This Isn't the Company I Joined"- How to Lead in a Business Turned Upside Down. She can be reached by email: CGoman@CKG.com, phone: 510-52601727, or through her web site: www.CKG.com.
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