leading 4 generations...• creativity is enhanced through the sharing of different backgrounds and...

Leading 4 Generations the essential resource for leading multi-generation teams

By Karen Sladick

with Patricia Haddock

© 2012 Karen Sladick and Patricia Haddock. All rights reserved.

No portion of this workbook may be reproduced—mechanically, electronically or by any other

means including photocopying—without written permission from Organize 4 Results, LLC.

Bring the information in the eBook into your office with our workshops. Karen Sladick

• Lead4Results Patricia Haddock

• Create Effective Workplace Relationships

Leading 4 Generations

introduction

Right now, there are four generations in the workplace and the fifth generation is just

around the corner. Never before have managers needed to juggle such an age-diverse staff.

Advanced technologies have increased life spans, and fragile economies have required

people to work longer. Retirement age is now edging toward 70, which means the

generation gap in today’s workplace is the greatest and most complex it has ever been.

Just as gender and ethnic diversity can lead to conflict and miscommunication, so can

generational diversity. On the other hand, if managed and led properly, a multi-generational

team can develop greater creativity and productivity. When you understand how

generational differences affect you and your workplace, you can:

• Communicate more effectively with different generations.

• Motivate employees to excel by understanding their primary motivators.

• Promote greater respect and teamwork among generations.

This book can help you understand where each generation “comes from”; learn how their

differing expectations, styles, and use of technology affect productivity; and gain skills to

motivate and communicate with them. You will be able to lead more cohesive, effective

teams and deliver quality customer service to your multi-generational customers.

Karen Sladick Organize 4 Results, LLC Birmingham, Alabama 205.907.5170 www.organize4results.com [email protected]

Patricia Haddock Communications and Training San Francisco, California 415.863.3917 www.patriciahaddock.com [email protected]


TABLE OF CONTENTS OVERVIEW OF THE FOUR GENERATIONS 7 what do we mean by the word “generation”? 9 generation influences 10

Traditionals/Matures: Hierarchy and Loyalty 10 Baby Boomers: Competition, Collaboration, and Contribution 11 Generation X—Flexibility and Work-Life Balance 12 Generation Y/Millennials: Fun, Fast, and High-Tech Everything 13

SOURCES OF GENERATIONAL CONFLICTS 14 work 15

Traditionals 15 Baby Boomers Error! Bookmark not defined. Gen X Error! Bookmark not defined. Gen Y Error! Bookmark not defined. Case Study Error! Bookmark not defined.

management and leadership 16

Traditionals Error! Bookmark not defined. Baby Boomers 17 Gen X Error! Bookmark not defined. Gen Y Error! Bookmark not defined. Case Study 18

communication Error! Bookmark not defined.

Traditionals Error! Bookmark not defined. Baby Boomers Error! Bookmark not defined. Gen X 19 Gen Y Error! Bookmark not defined. Case Study 20

motivation Error! Bookmark not defined.

Traditionals Error! Bookmark not defined. Baby Boomers Error! Bookmark not defined. Gen X Error! Bookmark not defined. Gen Y 21 Case Study 22

ACTION STEPS 23 CASE STUDIES 37 RESOURCES 40


overview of the four generations

In today’s workplace, the term “generation gap” has never been more apt and never more

challenging for managers. With four generations in the workplace, the ages of your

employees may range from 18 to 70 or more, with each generation differing significantly

from the others in preferred styles and attitudes.

The Baby Boomers find their Gen X coworkers to be impatient and reluctant to put in the

work necessary for advancement. Gen Xs view their Boomer coworkers as obstacles to

promotion and their Gen Y coworkers as competition. Meanwhile, the Traditionals, the oldest

group, are figuring out how to take orders from supervisors who are younger than their

grandchildren. Gen Ys find everyone and everything moving too slowly and taking too long!

It isn’t at all surprising that more than 60 percent of employers are managing

intergenerational conflict, according to a survey by Lee Hecht Harrison. Much of this conflict

comes from a lack of understanding and tolerance for differences among members of

different generations and on the part of their managers and leaders.

Traditionals Build a legacy

Baby Boomers Build a stellar career

Gen Xs Build a portable career

Gen Ys Build parallel careers

Lynn C. Lancaster and David Stillman in

When Generations Collide


Pulling these disparate groups together is your responsibility—and challenge—if you want

effective, productive, creative teams that meet organizational goals with a minimum of

conflict and confusion. By understanding and respecting generational differences, you can

take advantage of the richness offered through diversity.

• Teams gain synergy and become more

flexible, which can lead to more effective

problem solving and decision making.

• Creativity is enhanced through the sharing

of different backgrounds and perspectives.

• Employees learn skills to deliver quality

customer service to a wider audience.

• Multiple areas of expertise, knowledge and

skills can be leveraged for greater effectiveness.

• Employee engagement and retention are easier when management understands how to

motivate a multi-generational staff.

Leveraging the different backgrounds and styles of each generation can help you create

cross-generational teams that work well together, so the entire organization benefits.

What kinds of generational conflict have you experienced among the members of your

team?

As you go through this eBook, you will gain a greater understanding of the factors that

contribute to generational conflict. You will discover new strategies for creating a more

inclusive workplace where generational diversity is valued.


what do we mean by the word “generation”?

“People resemble their times more than they resemble their parents.” Arabic proverb

It is dangerous to stereotype any group; when it comes to generations, commonalities

characterize each and make them significantly different from each other. Generally,

members of each generation fall into certain categories with similar values and interests,

while individual attitude, preferences and characteristics can vary wildly. Nonetheless,

understanding each generation from a broad perspective can make it easier to work more

productively with members of each.

The term “generation” refers to a group of people who have shared certain experiences in

their formative years—music, values, education, communication styles, historical events,

work ethic, cultural experiences, and so on. This mixture of shared experiences leads to

commonality and a level of homogeneity for members of that generation. Distinctions

among generations can be seen easily when we look at films that characterize each.

• Traditionals—John Wayne movies and Cecil B. DeMille epics

• Baby Boomers—Hair and Apocalypse Now

• Gen Xs—The Breakfast Club and Risky Business

• Gen Ys—The Social Network and Twilight

The names and birth ranges for the generations are somewhat arbitrary and vary depending

on the model you use. There are no hard and fast boundaries and no absolutes. Generally,

the older members of a generation tend to have more similarities with the previous

generation than with their own; younger members gravitate toward the next generation.

Data on generations come from many sources—demographic and census data, surveys,

academic studies, and so on. Let’s look at each generation, the times that shaped it and

who its members are.

Traditionals/Matures Baby Boomers Gen Xs Gen Ys

Born 1922–1943/1946 1943/1946–1964 1960/1964–1980 1980–2000

Population 49 million 72 million 45 million 68 million


generation influences

Traditionals/Matures: Hierarchy and Loyalty

This generation was shaped by the Great Depression and World War II. Frugality, financial

prudence, conformity and personal integrity are the hallmarks of Traditionals.

Most members of this generation grew up in a nuclear family where the husband was the

breadwinner and the wife, the mother and housekeeper. They aspired to the “American

dream” of increasing affluence through their own hard work.

Traditionals are dedicated employees who view work as an honor and a

privilege. It is common for a Traditional to work for one company for

45 or 50 years before retiring since loyalty to one’s employer is

important. This generation has redefined the older American.

Generally, they are an affluent, active group with a desire to continue

to contribute to society in their senior years.

Who are the Traditionals on your team?

“If everything isn’t black and white, I say, ‘Why the hell not?’” John Wayne, American actor, 1907–1979



Baby Boomers: Competition, Collaboration, and Contribution

This generation was born post-World War II. Its members are the

healthiest, wealthiest and most educated of any previous

generation, and its sheer numbers continue to force major changes

in every aspect of society. The Boomer population has been

compared to a water buffalo working its way through a boa

constrictor.

Boomers were the first generation raised with a common visual technology—the television—

which allowed people in widely separate geographic areas to experience the same news,

music, and entertainment. These shared experiences greatly affected this generation in its

values and attitudes.

This generation is known for creating change: the Women’s Movement, the Moon landing,

the Peace Corps, Rock & Roll, the Beatles, Woodstock and the iconic Mustang automobile,

the first sports car designed for the masses. It is also marked by major, never-forgotten

tragedies: the assassinations of President John Kennedy and Martin Luther King, Jr., racial

riots and student unrest, and the Vietnam Conflict.

As a group, Boomers wanted to make things better and set out to “rattle the status quo.”

From music to college sit-ins and from participative management styles to global

volunteerism, Boomers have changed culture and business and will continue to do so.

Who are the Baby Boomers on your team?

“You don’t need anyone to tell you who you are or what you are. You are what you are.” John Lennon, co-founder of The Beatles, 1940–1980



Generation X—Flexibility and Work-Life Balance

While the Boomers created change, Gen Xs grew up in a time of reacting to

major upheavals at home and in the world.

The “American dream” of the Traditional generation died with this

generation. The divorce rate rose, and the nuclear family disintegrated as

more women took on head-of-house roles, working and raising children

without spousal support. This is a generation of independent, resilient and adaptable

“latchkey” children.

This generation suffered the first global energy crisis, Watergate, Jonestown, the Iran

hostage crisis, corporate layoffs in numbers never before seen, disasters at Chernobyl and

Three Mile Island, the explosion of the Challenger, the AIDS epidemic, the Valdez oil spill,

environmental pollution, species extinction, and Tiananmen Square.

The optimism that marked the Boomer generation became skepticism. Gen X questions

rules and authority, and loyalty to an employer is outdated as this generation changes jobs

repeatedly. With a reluctance to commit, portability of benefits and job flexibility are the

watchwords of Gen X.

Who are the Gen Xs on your team?

“We’re the middle children of history, man. No purpose or place. We have no Great War. No Great Depression. Our Great War’s a spiritual war…our Great Depression is our lives. We’ve

all been raised on television to believe that one day we’d all be millionaires, and movie gods, and rock stars. But we won’t. And we’re slowly learning that fact. And we’re very,

very pissed off.” Chuck Palahniuk, author of Fight Club, 1962–



Generation Y/Millennials: Fun, Fast, and High-Tech Everything

Global events also shaped this generation, but these events were a

mixed bag. Some brought about positive changes, such as the end of the

Soviet Union and apartheid in South Africa; others left scars—the sudden

death of Princess Diana; the Columbine shootings; the rise of terrorism

with the bombing of the federal building in Oklahoma and the 9/11

attack on the World Trade Center; conflicts in the Middle East; corporate

scandals such as Enron and WorldCom; and natural disasters including tsunamis, major

hurricanes, and earthquakes.

Members of this generation were raised by working parents for whom work-life was

important. This was the first generation to grow up in a completely high-tech world with

parents who held high expectations of them. They are self-confident and want things and

people to be fast and fun. As a generation, Gen Ys grew up in the most diverse racial,

cultural, and ethnic environment of any generation.

Forget multi-tasking; this generation does mega-tasking and finds nothing wrong with

playing a video game, tweeting, answering a customer phone call, and doing work

simultaneously. Their attitude: As long as they produce results, why not?

Who are the Gen Ys on your team?

“Our generation doesn’t knock on doors. We will call or text to let you know that we’re outside.”

Anonymous


sources of generational conflicts Clashes among generations are common and generally arise from conflicts in their attitudes

and preferences for:

• work

• management and leadership

• communication

• motivation

When you understand how each generation views

each area, sources of conflict become obvious.

As a manager and leader, you must ensure

everyone understands that working together is

required for a productive environment. Your goal is to create teams that are respectful,

open and inclusive of everyone, regardless of generational differences.

Let’s look at each of these areas to gain an understanding of how they contribute to conflict

and how you might address them in the workplace.


work How each generation views work is one of the major areas of conflict in the workplace.

Generally, older generations tend to view younger generations as “slackers” who don’t want

to put in the time and effort needed to advance. Younger generations think their older

coworkers are too rule-bound and processed-focused. Understanding each generation’s

attitudes toward work and the workplace can help lessen differences and prevent

disagreements from erupting in full-blown conflict.

Traditionals • Work is a valued obligation that is taken seriously. It is

accomplished with efficiency and quality because there is pride

in doing a good job and being a loyal employee.

• Duty comes before fun. Anything that appears to be “slacking

off” is judged harshly—the “slacker” doesn’t have “what it

takes” to succeed.

• Advancement is a reward for loyalty. Employees must work

their way up the ladder, one hard-won rung at a time.

• Consistency, uniformity, and formality are necessary for

order. Individuality and striving for personal satisfaction are

less important than holding to the company line and staying the

course.

• Don’t rock the boat. Change is uncomfortable and

unwelcome. Put your head down, do your job, and follow the rules. If something isn’t

broken, leave it alone.

• Value history. Look to the past for solutions to today’s problems.

What can you do to create a better work environment for your Traditional team members?


management and leadership (Pages 16 – 20 omitted)


management and leadership

Baby Boomers • Power to the people; democracy before

authority. Having a position of authority does not

make a person deserving of respect. Managers must

prove they are worthy and have the necessary skills

to lead.

• All for one and one for all. Boomers prefer

managers with an inclusive, participative leadership

style.

• Question everything and make it better.

Authority, rules, regulations, traditions are to be

questioned and changed if needed.

What can you do to be a more effective manager and leader for your Baby Boomer team

members?


management and leadership

(Pages 22-25 omitted)


communication

Gen X • Send it via email and text. Gen Xs prefer email and instant messaging to in-

person meetings, which are a “waste of time.” As long as the result is achieved,

why meet?

• Talk about them. Gen Xs like one-on-one meetings with managers as long as the

topic is them and their career.

• Non-work time is off limits. Gen Xs protect their personal time. Limit

communication to work hours, not personal time.

• Be direct. Keep communication direct and to-the-

point. Avoid exaggeration, which fuels Gen X’s

skepticism of authority.

• Give them honest, straightforward feedback on

results. Gen Xs like informal communication that is

tied to results, not processes. Focus on what is

achieved, not how they achieve it and deliver feedback

as close as possible to the results.

• Avoid “canned” communications. Whenever possible, personalize messages.

What can you do to communicate more effectively with your Gen X team members?


communication

(Pages 27 – 32 omitted)


motivation

Gen Y • Make work interesting so they stay. Gen Ys are easy to recruit and difficult to retain

because they need constant challenge and tend to rebel against anything that takes too

long or isn’t fun.

• Provide opportunities for learning through

lateral moves. Create career lattices that allow for

career growth and exploration.

• Keep them supplied with tech tools. Give them

the most advanced technology, leading-edge tools

and fun gadgets.

• Make them part of a tribe. Gen Ys like team

activities and working in groups, so place them on

teams where they can learn and grow and where their high-tech skills can serve the

goals of the team. Let them work with creative, bright people who are doing interesting,

exciting work.

What can you do to motivate your Gen Y team members more effectively?


motivation

(Page 34 omitted)


action steps As a leader, it is your job to inspire your team to perform at their highest, most productive

level. This requires you to fully engage all employees and create an environment of trust,

ownership and accountability.

Creating a workplace that allows you to attract and retain key talent despite generational

differences is a significant challenge. This situation will become more complex as younger

generations begin to move into leadership roles ahead of older workers. In order for cross-

generational teams to collaborate to produce results, members must understand and

respect each other and be willing to use the strengths generational diversity brings to the

workplace.

1. Understand the generational makeup of your staff.

2. Focus on what team members have in common and encourage conversation about how

teams can work better together.

3. Create a culture that values generational diversity and holds employees and managers

accountable for nurturing diversity.

4 – 20 omitted

What are three action steps you can implement to improve multi-generational teamwork

and productivity with your team?

1.

2.

3.

(Pages 36 – 40 omitted)


about the coauthors Karen Sladick Karen Sladick has taught more than 3000 people the secrets of her GO System and Lead4Results programs. She has worked with some of the largest law firms, banks, hospitals, CPA firms, engineering, and health care companies in the Southeast, providing customized solutions that address their unique challenges. Patricia Haddock Patricia Haddock is a communication and training consultant who helps her clients attract, retain, and develop employees, increase productivity and effectiveness, and improve interpersonal communication skills. She specializes in business writing and professional skills development that support core competencies and career growth.

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