Tightening the Generation Gaps
Transform generational differences into opportunities and reap the reward of working with people of all ages.

Generational disconnect is a hot topic. Why? One reason centers on older employees who defer retirement and are working alongside Baby Boomers and new, younger people who are just getting started in their careers. The result is an amalgam of four distinct generations blending into the workforce.

Below is an overview of the characteristics that distinguish the generations. Please keep in mind the years I’ve cited may vary depending on demographics.

Traditionalists/Veterans
This group, of which I am a member, was born between 1925 and 1945 and has been coined the “Greatest Generation.” Survivors of the Great Depression and World War II, traditionalists value logic and discipline as well as jobs that offer a stable environment. Respectful of authority, Traditionalists are characterized by conformity, place a high priority on work and seek to build career legacies. They “don’t like to rush things” and may even be unsure about and resistant to the most up-to-date technology. (For example, one of my Nexter son’s friends called me with a technology question because he perceives me as technologically enlightened despite my age. I was thrilled – but I couldn’t answer his question.)

Baby Boomers
Born between 1946 and 1964, the 80 million Boomers are often characterized as the group whose members “live to work.” They value participation and equity and look for jobs that provide personal challenges. As a group, they’re non-authoritarian, optimistic and willing to learn. Competitive, their work priorities focus on being a star performer and building a stellar career.

Generation X
Gen X, also known as “latch-key kids” were born between 1965 and 1980. They watched their baby boomer parents dedicate themselves to work only to be rewarded with layoffs during the 80s recession. As a result, this group is characterized by its “work to live” ethic, which places a high priority on achieving a work/life balance. Highly motivated, Gen Xers prefer work environments where they may provide feedback and where they will not be supervised too closely. They look for a workplace that’s fun and flexible, are technologically savvy and make it their goal to have a portable career.

Generation Y/Millenials (a.k.a. “Nexters”)
Just entering the workforce, Nexters were reared by young Boomers and older Xers. As a group, they’ve been coined “upcoming optimists.” (Not a bad moniker!) Nexters value diversity and morals and look for careers that provide structure. Respectful of traditionalists, Nexters share a can-do attitude and make money a career priority. From a training standpoint, they do well in mentoring programs. Technologically superior to any other generation, Nexters build parallel careers.

These brief descriptions are not meant to confine people to a box based on their birth year. Rather, they serve as a frame of reference that will help us understand and embrace generational diversity — a move that can have a significant impact on you as a person, on your career and on a company’s financial success.

Here’s a case study:

With no plans to retire anytime soon, sixty-one year old Margaret Williams is a strong-willed, recently promoted Traditionalist vice president who loves her job. In fact, she’s planned for the vice presidency her entire career. Among other responsibilities, Margaret manages a small group of Gen Xers and Nexters in her company’s Marketing department. In the past, the group has created communication pieces that not only win design awards, but also pull an excellent response rate for the company’s sales representatives.

Since Margaret has assumed her new role, she’s learned that over three quarters of the department freelance outside the company. From Margaret’s viewpoint freelancing is disrespectful of the company. Freelancing, even done on employees’ own time, conflicts with putting the company first. Margaret is also bothered by the way the Marketing department operates. Many times, she’s visited the department spur-of-the-moment, only to find people standing and talking with one another about non-work-related topics or wearing headphones and listening to music. Again, she finds this is disrespectful of the company and her leadership role.

Instead of “laying down the law” in the next staff meeting, Margaret has spent time studying the characteristics of Generation X and Nexters. She’s learned they’re highly motivated, which she’s experienced first hand by participating in the group’s brainstorming sessions and formal presentations. According to her research, Margaret knows the group may dislike close supervision. She also understand the motivation behind building portable, parallel careers and seeking to create a workplace that’s fun and flexible with plenty of auditory and visual stimulation.

Margaret concludes the group is not disrespectful of her position or the company as evidenced by their creativity and energy in designing communication pieces that get results. The group simply has a different way of reaching the same corporate goal.

As a reward, Margaret will approve the reconfiguration of a “common area” in the Marketing department that includes a sofa, lounge chairs and coffee “bar” with a small refrigerator. More importantly, she will make it a priority to offer regular feedback on the group’s projects and make time to stop casually into the department more often to solicit and listen to their feedback.

Margaret has discovered something very important: if you’re looking to establish better relationships with younger or older co-workers or better manage a multi-generational group, the goal is to understand what motivates others as well as yourself. What do they value? What do they want out of life? What do they want out of a job or career? How do they like to give and receive feedback? How do they perceive an established business culture? What’s their ideal work schedule and environment? Just as important, how do you answer the same questions?

When you have a deep understanding of your own values and motivation, it’s easier to begin to move toward understanding other people. If you can pinpoint their motivations and values, you’ll have an easier time working with them. Instead of seeing conflict, you’ll see different work styles shaped by different values. The result is a sense of personal satisfaction, a more enjoyable and productive work environment for everyone and, ultimately, better relationships with each other.

Ready to enjoy working with multiple generations? As a coach, I can help. Let me help you explore what the work place will be like over the next 10 years as the nation faces a labor shortage and “Traditionalists” stay at work on flexible schedules, “Baby Boomers” revamp and rejuvenate and “Gen Xers” and “Nexters” redefine work values and management styles.

Whether you’ll be managing the generations or working with people who were shaped by a different generation, I’ll help you better understand other people’s motivations and values as well as your own. Please contact me at donna@reachthetop.net.

Think about how different generations are getting along where you work. Consider how well you get along with people who belong to different generations. Make it your goal to be sensitive to different experiences, perspectives, values and goals. Identify and praise good intergenerational communication in your workplace. Identify and eliminate anything that’s negative.

Here are immediate methods for good career interaction with all generations:

• Recognize that everyone is different and that your way isn’t the only way.
• Identify what you value.
• Listen and discern what other people value.
• Accommodate people’s values. For example, once you know someone wants to take a more visible roll in weekly staff meetings, take action and make it happen.
• Connect the person to the goal. If your work is to have meaning, it’s important to have a good understanding of how what you do impacts company goals.
• Lighten up. While we can’t abandon work boundaries, we can introduce an element of fun when it’s appropriate, such as when someone reaches a goal or a team gets results.
• Reward people! Formal and informal rewards make people feel good about what they’re doing. Don’t be afraid to say, “Thank you!” or “Nice job!” and make sure you mean it.
• Harness the energy that comes from working with people who have different values and motivations.
  

Ron Zemke, Claire Raines, Bob Filipczak, Generations at Work, Managing the Clash of Veterans, Boomres, Xers, and Nexters in Your Workplace, AMA International, 2000.

Lynne Lancaster and David Stillman ,When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work, HarperCollins 2002.

Embrace a new leadership role. Transition into a new career. Shift into a meaningful retirement. Our goal at Reach the Top is to help you design and implement the next stage of your life successfully and joyously!

Donna Billings, Founder and PCC

A publication of Reach the Top and Donna Billings. To reproduce or reprint information contained in this e-zine, kindly contact me at donna@reachthetop.net.