…four generations in the workplace?
Last month, I introduced a discussion on generational diversity as the first of a two part series on the topic. In that issue we spoke of the four generations (Traditionalist, Baby Boomers, Generation X and Generation Y) currently in the workplace and some of the prevailing perceptions each has of the other. This month, we will look closer at the unique ways leaders can retain, motivate and effectively lead each of these generations individually and collectively as members of the same team.
Previously we highlighted how older generations perceive the younger generation’s work ethics as lacking in some way compared to theirs. In truth, each generation believes their work ethic is fine leading to the leader’s challenge – how to get past the perceptions. The place to start is a better understanding of how each prevailing generation (Boomers, Gen X and Gen Y) is motivated and best managed to avoid losing the talent they bring to the organization.
Baby Boomers want to be appreciated for the experience and knowledge they bring to an organization. While they may resist change, they generally do so out of dedication to the organization, which is very important to them. Giving them opportunities to mentor is a great way to show you respect their contributions. I would take this a step further and create a reverse-mentoring process where the Boomer mentors the younger generations who, in turn, mentor the Boomer on skills to help them keep up with the pace of business.
Generation X, on the other hand, is looking for more flexible schedules and the opportunity to be problem-solvers. After all, this is the latch-key generation whose Boomer parents both worked so they had to fend for themselves growing up. They typically do not need to be micro-managed but do crave feedback from their leaders. They take on empowerment so focusing on their expected outcomes will generate better relationships with Gen X.
Leading Generation Y requires yet another set of leadership expectations. Gen Y needs structure and stability, which means feedback, feedback and more feedback. They are very cause-oriented and socially conscious which is key for organizations looking for sustainability solutions. Authenticity and transparency also matter to a generation that is used to finding whatever they need or want through technology. However, they will likely need their leader’s help with effective communications and problem solving for the very same reason. The same reliance on technology to gather a wealth of information does not necessarily equip them to analyze it for knowledge-based decision-making.
Several months ago, I had the pleasure of presenting on this topic to the Center for Women Business Owners (CFWBO) where we discussed these and other challenges and solutions to generational diversity from a leadership perspective. Whether you are a business owner, corporate leader or non-profit leader, understanding the value each generation brings to the workplace is paramount to success. A word of caution in these generalizations are just that – generalizations and do not define individuals as such. Successful leaders move beyond the perceptions and generalizations to tap the personal power of each individual they lead. How well do you know everyone on your team?
Lead Well.
Showing posts with label Generational Diversity. Show all posts
Showing posts with label Generational Diversity. Show all posts
Monday, May 9, 2011
Tuesday, March 29, 2011
“Baby Boomers are immigrants…
…to the world that Gen X and Yers are born into.”
This quote is from the January issue of FastCompany.com addressing the recent leadership changes at Google. In the article, the author uses the leadership arrangement at the search company as an example of a phenomenon he calls “…B-I Leadership—Bi-Generational, Boomer, Gen-X, Gen-Y management.” It also provides a great backdrop for a topic every leader today must understand – generational diversity.
As we look at today’s business landscape we see four generations (and a fifth around the corner) in the workplace. It is in understanding how each generation has a different view of the world and each communicates in unique ways that makes managing the different generations a challenge for today’s leaders. While the Traditionalist (those 65 years old and over) continue in the workforce, their numbers are dwindling, especially as the economy recovers. And while you may have already heard of Generation Z (those just turning 18 years old) they are only now beginning to enter the workforce. For purposes of this commentary, which is Part 1 of a two-part series, we will focus on the other three generations - Baby Boomers, Generation X and Generation Y.
Baby Boomers are the generation represented by those who are now between 47 and 65 years old. As a generation, they were influenced by the Cold War, the civil Rights Movement and the gaffe’s they saw in government such as the Nixon Watergate scandal. As a result, these roughly 76M people value hard work to get ahead, competition, teamwork and face-to-face communications.
The next generation, Generation X is defined as those who are now between 30 and 46 years old. As a generation they were influenced by recessions and high unemployment to the point where they came to value entrepreneurship and creativity. These approximately 46M people also value having greater access to information and feedback than their predecessors.
Generation Y, or Millenials as they are sometimes referred, are between 19 and 29 years old. This is the largest generation of the three totaling just over 80M people by some estimates. Their major influences were technology and growing up with “helicopter parents” a term used to describe parents who managed their every move growing up hovering over them like helicopters. Consequently, as a generation, they value positive reinforcement (lots of it), structure, technology and autonomy.
These generalizations of each generation are just that – generalizations. Leaders must avoid casting too wide a shadow over each demographic themselves lest they become an ineffective leader. However, perceptions prevail in the business (for-profit and non-profit) environment and leaders must deal with them as well. For instance, in recent studies, 63% of Baby Boomers feel “younger people” do not have as strong a work ethic as they do. Additionally, 32% of Generation X believes the “younger generation” lacks a good work ethic, which is a problem. Finally, 13% of Generation Y say the difference in work ethics across generations is a problem.
With this level of disparity in the workplace, leaders must understand what each generation brings to the organization. They must also know how to bridge the gaps between them to achieve the organization’s desired results. How might your own generational perceptions impact your ability to build these bridges?
Lead Well.
This quote is from the January issue of FastCompany.com addressing the recent leadership changes at Google. In the article, the author uses the leadership arrangement at the search company as an example of a phenomenon he calls “…B-I Leadership—Bi-Generational, Boomer, Gen-X, Gen-Y management.” It also provides a great backdrop for a topic every leader today must understand – generational diversity.
As we look at today’s business landscape we see four generations (and a fifth around the corner) in the workplace. It is in understanding how each generation has a different view of the world and each communicates in unique ways that makes managing the different generations a challenge for today’s leaders. While the Traditionalist (those 65 years old and over) continue in the workforce, their numbers are dwindling, especially as the economy recovers. And while you may have already heard of Generation Z (those just turning 18 years old) they are only now beginning to enter the workforce. For purposes of this commentary, which is Part 1 of a two-part series, we will focus on the other three generations - Baby Boomers, Generation X and Generation Y.
Baby Boomers are the generation represented by those who are now between 47 and 65 years old. As a generation, they were influenced by the Cold War, the civil Rights Movement and the gaffe’s they saw in government such as the Nixon Watergate scandal. As a result, these roughly 76M people value hard work to get ahead, competition, teamwork and face-to-face communications.
The next generation, Generation X is defined as those who are now between 30 and 46 years old. As a generation they were influenced by recessions and high unemployment to the point where they came to value entrepreneurship and creativity. These approximately 46M people also value having greater access to information and feedback than their predecessors.
Generation Y, or Millenials as they are sometimes referred, are between 19 and 29 years old. This is the largest generation of the three totaling just over 80M people by some estimates. Their major influences were technology and growing up with “helicopter parents” a term used to describe parents who managed their every move growing up hovering over them like helicopters. Consequently, as a generation, they value positive reinforcement (lots of it), structure, technology and autonomy.
These generalizations of each generation are just that – generalizations. Leaders must avoid casting too wide a shadow over each demographic themselves lest they become an ineffective leader. However, perceptions prevail in the business (for-profit and non-profit) environment and leaders must deal with them as well. For instance, in recent studies, 63% of Baby Boomers feel “younger people” do not have as strong a work ethic as they do. Additionally, 32% of Generation X believes the “younger generation” lacks a good work ethic, which is a problem. Finally, 13% of Generation Y say the difference in work ethics across generations is a problem.
With this level of disparity in the workplace, leaders must understand what each generation brings to the organization. They must also know how to bridge the gaps between them to achieve the organization’s desired results. How might your own generational perceptions impact your ability to build these bridges?
Lead Well.
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