Managing Multiple Generations

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Managing Multiple Generations

• Jennifer ODonnell, PhD
• Mountain States Employers Council
• CPMR Certification Program
• 13 January 2009

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Objectives

• What is a generation?
• What shapes each generation?
• How does each generation show up?
• How can we relate to each generation more
  effectively?

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Surgeon Generals Warning

• When this information is used to pigeonhole
  people, it becomes a dangerous weapon.

When we use it to ask ourselves How can I be
more effective? it becomes a valuable tool.
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Guess When

• When we were boys, boys had to do a little work
  in school. They were not coaxed. Spelling,
  writing, and arithmetic were not electives. In
  these more fortunate times, elementary education
  has become in many places a sort of vaudeville
  show. The child must be kept amused and learn
  what he pleases, and it seems to be required as
  between misfortune and a crime to learn to read.
  

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Guess When

• Pupils entering school cannot write well. Their
  thoughts are immature, they are miserably
  expressed, and they do not know how to spell.

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Guess When

• Children now love luxury. They have bad manners,
  contempt for authority. They show disrespect for
  elders and love chatter in place of exercise.
  Children now are tyrants, not the servants of
  their households. They no longer rise when elders
  enter the room. They contradict their parents and
  tyrannize their teachers.

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Guess When

• I see no hope for the future of our people if
  they are dependent on the frivolous youth of
  today, for certainly all youth are reckless
  beyond words. When I was a boy, we were taught to
  be discreet and respectful of elders, but the
  present youth are exceedingly wise and impatient
  of restraint.

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Guess When

• Our earth is degenerated in those latter days
  there are signs that the world is speedily coming
  to an end bribery and corruption are common, and
  children do not obey their parents.

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Generational Peer Groups

• Peer group a group whose members share a common
  historical location and have similar experiences

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Values Formation
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Generational Peer Groups

• With which generation
• do you most identify?

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3-Pronged Approach
WHAT
Generational Characteristics
WHY

• Generational Markers

HOW
Generational Preferences
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Generational Markers

• Adversity/the economy
• Social events
• Politics
• Education
• Organizational structure/practice
• Technology media

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Adversity/The Economy
Depression WW2 Nuclear proliferation Pensions
Cash or lay-away 14 ? mortgage A penny saved
More security US as dominant world
power Explosion of products Consumption Credit
More mobility Children in the
spotlight Suburbia
Return to adversity Stock-market crash Gas
lines Recession (avg of 10 wks/year) Layoffs Downs
izing No more pensions 40 ? mortgage
Dow Jones records Affluence Globalization You
deserve this Parents both work Very positive
outlook
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Social Events
Womens rights Segregation Unions Low
mobility Strong community Strong family
structure
Times 1967 Man of the Year Civil rights Malcolm
X Dr. King Sit-ins and protests The pill Rock
roll Drugs Communes Woodstock Space exploration
AIDS Challenger explosion Both parents
work Divorce soars Latch-key TV
violence Diversity Dot-com boom PC movement
9/11 Columbine Children-focused Overplanning Helic
opter parents WIKI
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Politics
FDR 12 years The New Deal WW2 ERA
(1923) Prohibition McCarthyism The Bomb Cold
War Patriotism Social Security
Vietnam Watergate Civil rights Assassinations Roe
v Wade Brown v Board of Education
Watergate Nixon resigns Gulf War on TV Berlin
Wall fell Cold War Perestroika
9/11 Terrorism/fear Desert Storm Clinton
scandals Globalism Immigration Women in
leadership roles
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Education
8th grade education Limited access Segregated
schools Learning through experience
Sputnik (1957) Brown v Board of Education More
women in college Graded on more than academics
Graduate degrees Creative education Independence I
nclusion
School safety Advanced degrees Home-schooling Stud
ent-led curricula Mobile education Helicopter
parents
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Organizational Structure/Practice
The Industrial Age Hierarchy Clear
authority Unions Promotion based on tenure Manual
labor Loyalty to US companies
Hierarchy Team-oriented More women Low
diversity Reward for how much they work
The Technology Age Free agency Contract
work Flatter organizations Entrepreneurial No
more pensions Reward for quality of work
The Knowledge Age Flatter organizations Multi-cult
ural, global businesses Mobile offices Worthy
causes
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Technology/Media
Newspapers Radio Party lines Telegraph Written
letters Limited access to information
Broadcast TV Private phones Mainframes Photographs
Talkies
Cable TV MTV CDs VCRs Technology
boom Internet Personal computers Cell phones
Cell phones PDAs Internet Connected
24/7 iPods/MP3s Nintendo/PS Digital
cameras Streaming video Instant information
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Your Turn

• Work with 3 or 4 others
• Using the handouts, quiz each other on
  generational characteristics
• Rely on what you now know about generational
  markers to answer the questions

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Generational Characteristics

• Outlook worldview
• Work ethic
• Work culture relationships
• View of authority
• Leadership style
• Communication
• Customer service

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The Match Game
Match the following career goals to the most
likely generation.

• Build parallel careers
• Build a stellar career
• Build a legacy
• Build a portable career

_______________ _______________ _______________ __
_____________
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The Match Game
Match the following outlooks on work-life balance
to the most likely generation.
______________ ______________ ______________ ____
__________

• Give me balance now, not when Im 65
• Support me in shifting the balance
• Help me balance everyone else and find meaning
  myself
• Work isnt everything flexibility to balance my
  activities is

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The Match Game
Match the following requests for feedback to the
most likely generation.
______________ ______________ ______________ ____
__________

• Sorry to interrupt, but how am I doing?
• Once a year, with lots of documentation
• No news is good news
• Feedback whenever I want it, at the push of a
  button

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Outlook Worldview
Practical Civic-minded Duty Sacrifice Right/wrong
Conformity
Optimism I have a dream Open to change Personal
fulfillment Crusading causes
Skeptical Cynical Uncertain WIIFM Self-reliant I
ndependent Value learning Fear of stagnation
Hopeful Optimistic Trusting Heroic
spirit Civic-minded The greater good
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Work Ethic
Dedicated Dutiful Willing to pay dues Climb
ladder with longevity Loyal to the
company Task-focused
Driven Climb ladder by working harder Personal
identity tied to work Team-oriented Process-focuse
d Live to work
Balance Fun Quality of life Climb ladder by
working smarter Work is place to grow, not
age Work to live
Determined Tenacious Achievement-focused Climb
ladder with good ideas, potential Do exactly
whats asked
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Work Culture Relationships
Fair consistent management Methodical approach
Respect chain of command Directive Clearly-define
d roles Clear expectations
Humane work Democratic Cordial,
non-confrontational Real work teams Treated as
whole beings Treated as friendly equals Strong
relationships
Balanced Training valued Respectful of
autonomy Independent Casual Reluctant to
commit Fast-paced Creative Flexible Efficient Earn
ed titles Hands-off manager
Egalitarian, inclusive culture Fun Organization
is making a difference Positive, optimistic
Multiple roles encouraged Diversity
embraced Coaching, support Collaborative
Achievement-oriented
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View of Authority
Respectful Follow the rules By-the-book The final
word
Love-hate Anti-bureaucracy Relationships come
first Need to know why
Unimpressed Skeptical Not fond of rules
Polite Relaxed Respectful Help create the rules
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Leadership Style
Autocratic Authoritarian Hierarchical Inaccessible
Football team
Participative By consensus Accessible Soccer
team
Self-directed Hands-off Collaborative Swim
team
Cooperative Collaborative Inclusive Open
Anyone can join our team
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Communication Preferences
One-way Top-down Limited Reluctant to
disagree Respectful of power structures
Two-way Lateral Open Unafraid to challenge, ask
why? Expressive Egalitarian
Direct Unafraid to challenge PC Brief Informal Fac
ts, details Cell, email, text message
Inclusive Respectful All-way Open
Networking Lots of information
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Communication Dos
Written, typed On letterhead Signatures in
ink Face-to-face Direct Respectful,
tactful Correct grammar Formal, polite
Face-to-face In groups, meetings Attention to
detail Honest, open Provide the context Confirm
to close the loop
PC Brief Informal Facts, details Cell, email,
text message
Very informal Immediate, FAST Cell, email, text
message, IM, blogs Expressive
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Communication Donts
Profanity Slang Emotional language Disorganization
Poor grammar Disrespect for their
experience Assuming can address them by first
names
Brusqueness Unfriendliness Not showing interest
in them Shows of power War metaphors
Schmoozing Inefficient use of time Flashiness Exa
ggeration Corporatespeak Acronyms Complex
policies Meetings
Cynicism Sarcasm Unfairness Condescension Divisive
ness
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Customer ServiceBuying Attitudes
Sell on the future Keep up with the Joneses US
loyalty Buy on practicality Buy to support family
What can I afford? Trust those like us Men
make the buying decisions Brand loyalty US
loyalty Salespeople are authority Plan and save
for purchases
What am I worth? Buyer beware Skeptical of
salespeople Salespeople are facilitators No
loyalty Buy to achieve balanced life Do own
research
Products are disposable Buy for the present Pay
for convenience Customize products
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Customer ServiceHow to Sell Me Something
Focus on me Sell face-to-face Treat like a
friend Use my name Sell on practicality Give full
attention Emphasize importance of everyday
products Give perks, extras to regulars
Use a personal touchknow my needs Be polite,
formal Be friendly but not chummy Respect
hierarchy Respect handshakes
Focus on the product Answer the WIIFM Be
efficient, brief Know the facts Allow anonymity,
autonomy Be straightforward Dont take detachment
to mean disinterest Let me decide
Be positive, cheerful Engage them, stay
lively Respect their knowledge Make personal
connectionask about my interests
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Customer ServiceTurn-offs
Brisk Distractedness Defensive Hands-off
Rushing Overly casual Cold Rude,
short Indifferent
Chatty Overselling Superficial Not
knowledgeable Schtick Too perky Hovering
Snide Snippy Too formal Slow Patronizing Pushing/h
arassing Being too methodical
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The New Golden Rule

• Do unto others as
• they would want you to do unto them

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Boomers and Xers

• overly ambitious
• aim to please
• rigid
• too corporate
• judgmental
• workaholic

• not serious
• overly challenging
• abrupt, aloof
• too independent
• not a team player
• neglects rships

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Boomers and Millenials
too serious too into their jobs lecture too
much overly reminiscent aim to please
overconfident inexperienced overly competitive
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Gen Xers and Millenials
cynical patronizing not inclusive standards are
unrealistic
too naïve overly optimistic unfocused
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• Adjusting the Message

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What would you do?
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What Would You Do?

• You are making a sales presentation to a group of
  members of the Silent generation. What is most
  important about the way you present your
  information?

• Tie their business history, mission, and goals to
  your message.
• Group them in pairs to role-play the advantages
  of your service or product.
• Be sure the conference room is wired for
  downloading your visuals to their laptops.

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What Would You Do?

• A high-performing Boomer has plateaued. She holds
  key business information, so you need to keep
  her. How might you help jump-start her career?

• Allow her to work with an energetic, younger
  mentor.
• Give her time and resources to develop herself in
  an area that interests her.
• Give her an expensive gift for her upcoming 20th
  anniversary.

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What Would You Do?

• You are a new manager. One 60-something team
  member has 20 years more experience than you do.
  What type of leadership is she likely to respond
  best to?

• Friendly, fun, flexible, casual
• Collaborative, visible, personal
• Fair, stable, consistent, decisive

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What Would You Do?

• One of your employees, a Millenial, is late for
  work more often than not. She depends on her
  friends for rides. How might you begin to tackle
  this issue?

• Call her parents and ask them to either bring her
  to work or make sure she arrives on time.
• With her, brainstorm reliable transportation
  options.
• Offer to pick her up on your way in.

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What Would You Do?

• Most of your customers are Boomers in an upscale
  area. What approach is likely to work best with
  them?

• Give their questions to a representative who
  calls them back.
• Have them dial in to an electronic menu system
  that provides answers for them.
• Allow them to talk to a real person who gives
  them one-on-one service and on-the-spot answers.

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Millenials Some Myths Truths

• Myth They are like X-squared

• Truth They have more in common with the Silent
  generation than with any other

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Millenials Some Myths Truths

• Myth They are disrespectful to their parents

• Truth 90 of teens report being very close to
  their families

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Millenials Some Myths Truths

• Myth They are selfish

• Truths
• There is an all-time high in teen volunteering
• HS community-service programs have increased to
  83
• Colleges offer majors in service learning

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Millenials Some Myths Truths

• Myth School isnt important

• Truths
• 93 finish high school
• Time spent on homework has increased
• 8 in 10 teens say it is cool to be smart
• A record number of teens say they look forward
  to school and plan to go to college

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• Good Sources
• Erickson, T. (2008) Plugged in The Generation Y
  guide to thriving at work. Harvard Business
  Press.
• Howe, N., Strauss, W. (2000). Millenials
  rising The next great generation. Vintage Books.
  
• Lancaster, L. C., Stillman, D. (2002). When
  generations collide. Collins.
• Marston, C. (2007). Motivating the Whats in it
  for me? workforce. Wiley.
• Tapscott, D., Williams, A. D. Wikinomics How
  mass collaboration changes everything. Portfolio.
  
• Zemke, R., Raines, C., Filipczak, B. (2000).
  Generations at work. Amacom.
• www.blessingwhite.com (good research on employee
  engagement)
• www.fourthturning.com (a model for generational
  cycles)
• www.gentrends.com (sign up for their free
  newsletter)
• www.harvardbusiness.org (good articles on
  everything, including generations)
• www.wikinomics.com (the companion site to the
  book)