Mixing 4 Generations in the Workplace

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Mixing 4 Generations in the Workplace

• With Cam Marston

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Learning Objectives

• Define the four generations and their workplace
  characteristics
• Identify the common drivers and value systems of
  each generation and how those drivers affect
  motivation and behavior in the workplace
• Describe how each generation defines success and
  understand how the differences affect
  communication and relationships in the workplace
• Determine how your approach may need to change
  when coaching, managing and leading employees of
  different generations
• Appreciate and gain respect for what is important
  to each generation

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The Four Generations
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Matures

• Born before 1945
• Influenced by the Military
• 35 million people today

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Boomers

• 1945-1964
• Most influential people today
• 80 million people

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Gen Xers

• 1964-1980
• Prove it to me
• 45 million people

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Millennials

• Born after 1980
• Instant Gratification
• 75 million people

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How is communicating with someone from another
generation different from communicating with
someone from your own generation?
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Defining Four Generations
in the Workplace

• How does the video define each of the four
  generations?
• Who are the four generations and what are their
  characteristics?
• Who are the heroes for each generation and what
  do the heroes say about their value systems?

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Defining Four Generations, continued

• What trends affect generational change?
• What is the generational repetition model and how
  does it apply to the workplace?

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Consider the following

• What happens when generations define success
  differently?
• How do the conflicting definitions of success
  affect how we motivate, coach and encourage in
  the workplace?

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How to Deal with Four Generations

• What do we need to consider when working with
  each generation?

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Determining Generational Bias

• How do you prefer to communicate email or
  phone?
• What operating system are you running?
• Who are your role models/heroes?

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Coaching and Managing Matures

• DO
• Allow the employee to set the rules of
  engagement
• Ask what has worked for them in the past and fit
  your approach to that experience
• Let them define quality and fit your approach to
  that definition

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Coaching and Managing Matures

• Use testimonials from the nations institutions
  (government, business, or people)
• Emphasize that youve seen a particular approach
  work in the past, dont highlight uniqueness

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Coaching and Managing Boomers

• DO
• Show them how you can help them use time wisely
• Assess their comfort level with technology in
  advance
• Demonstrate how important a strong team is
• Customize your style to their unique needs

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Coaching and Managing Boomers

• Emphasize that working with you will be a good
  experience for them
• Emphasize that their decision is a good one and a
  victory for themtheyre competitive and want
  to win
• Follow up and check in and ask how the individual
  is doing on a regular basis

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Coaching and Managing Xers

• DO
• Put all the options on the table
• Be prepared to answer why
• Present yourself as an information provider
• Use their peers as testimonials when possible

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Coaching and Managing Xers

• Appear to enjoy your work remember carpe diem
• Follow up and meet your commitments. Theyre
  eager to improve and expect you to follow
  through.

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Coaching and Managing Millennials

• DO
• Offer customizationa plan specific to them
• Offer peer-level examples
• Spend time providing information and guidance
• Be impressed with their decisions

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A Quick Review

• Generational context is not about age, but common
  experiences
• Acknowledge your teams expectations, not just
  your own
• Different is neither right nor wrong, just
  different
• Age-ism is the death of any coaching strategy

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Quick Review

• Generational understanding does not take the
  place of concern for the individual
• Different generations care about different
  approaches to the same problem highlight points
  accordingly
• Technology is not universal assess your team
  members affinity level before making
  communication assumptions