Managing Across Generations

Mary Sherman, LCSW, CEAP Ida Perea, LCSW, CEAP UVA Faculty and Employee Assistance Program (434) 243-2643 http://uvafeap.com/

Objectives

 Gain a greater understanding of generational differences and the value that each brings to the workplace  Learn strategies for managing intergenerational work groups

Why are we focusing on generational differences now?

   Unique point in history where we have four generations together in the workplace Flatter organizations Longevity Revolution

Longevity Revolution

Average Life Expectancy:  1900 – average life expectancy in the United States - age 47  1900 – population age 65 and over – 4%   2000 – average life expectancy in the United States – age 77 2000 – population age 65 and over – 14%

   Use this information as one lens with which to understand people Similar to MBTI being a helpful tool but not the whole picture This is an art, not a science

  Generational difference occur across industrialized nations “Men resemble the times more than they resemble their fathers.” Arab Proverb

Leadership

 “Although a certain degree of analytical and technical skill is a minimum requirement for success, what is called “emotional intelligence” may be the key attribute that distinguishes outstanding performers from those who are merely adequate.” Daniel Goleman, Harvard Business Review January 2004

The Five Components of Emotional Intelligence at Work      Self-awareness Self-regulation Motivation Empathy Social Skill

Character is the Essence of Leadership  “Our research shows that a person who receives low marks on character has absolutely no chance of being perceived as a great leader, especially in the long run.” pg 9 Zenger and Folkman, The Handbook for Leaders, 2004,

Leadership and Values

    Understanding employees’ values is important for effective leadership Good leadership entails understanding your own values and the values of those you lead Effective leaders rely on values versus power The generational lens allows us greater insight into what different generations value

Comparison Across Generations

Tradition -alist Boomer Gen Xer Millennial

Driven Balanced Determined Work ethic Dedicated

View of authority

Respectful

Leadership by

Hierarchy

Outlook

Practical Love/hate Unimpressed Polite Consensus Competence Teamwork Optimistic Skeptical Hopeful *Generations at Work, Zemske et al, 2000

Four Generations in the Workplace     Traditionalists (1922-1943/46) Baby Boomers (1943/46- 1960/64) Generation X (1960/64-1979) Millennials (1980-2000)

Traditionalists (1922-1943/46) Core Values           Dedication/sacrifice Hard work Conformity Law and order Respect for authority Patience Delayed reward Duty before pleasure Adherence to rules Honor

Traditionalists (1922-1943/46) On the Job - Assets      Stable Detail oriented Thorough Loyal Hard Working

Traditionalists (1922-1943/46) On the Job – Potential Challenges     Inept with ambiguity and change Reluctant to buck the system Uncomfortable with conflict Reticent when they disagree

Traditionalists (1922-1943/46) Messages That Motivate    “Your experience is respected here.” “It’s valuable to the rest of us to hear what has – and hasn’t- worked in the past.” “Your perseverance is valued and will be rewarded.”

Baby Boomers (1943/46- 1960/64)

Baby Boomers (1943/46- 1960/64) Core Values         Optimism Team orientation Personal gratification Health and wellness Personal growth Youth Work Involvement

Baby Boomers (1943/46- 1960/64) On the Job - Assets       Service oriented Driven Willing to “go the extra mile” Good at relationship Want to please Good team players

Baby Boomers (1943/46- 1960/64) On the Job – Potential Challenges        Not naturally “budget minded” Uncomfortable with conflict Reluctant to go against peers May put process ahead of results Overly sensitive to feedback Judgmental of those who see things differently Self-centered

Baby Boomers (1943/46- 1960/64) Messages That Motivate     “You’re important to our success.” “You’re valued here.” “Your contribution is unique and important.” “We need you.”

Generation X (1960/64-1979)

Generation X (1960/64-1979) Core Values         Diversity Thinking globally Balance Technoliteracy Fun Informality Self-reliance Pragmatism

Generation X (1960/64-1979) On the Job - Assets      Adaptable Technoliterate Independent Unintimidated by authority Creative

Generation X (1960/64-1979) On the Job – Potential Challenges      Impatient Less attracted to leadership positions Distrust authority Less experience Skeptical

Generation X (1960/64-1979) Messages That Motivate     “Do it your way.” “We’ve got the newest hardware and software.” “There aren’t a lot of rules here.” “We’re not very corporate.”

Millennials (1980-2000)

http://www.cbsnews.com/video/watch/?id= 3486473n%3fsource=search_video

Millennials

Millennials (1980-2000) Core Values          Optimism Thinking globally Civic duty Confidence Achievement Sociability Morality Diversity Fun

Millennials (1980-2000) On the Job - Assets       Collective action Optimism Tenacity Heroic spirit Multitasking capabilities Technological savvy

Millennials (1980-2000) On the Job – Potential Challenges     Need for supervision and structure Inexperience, particularly with handling difficult people issues View changing jobs as a natural process and part of their daily schedules Instill a sense of play and fun in the work atmosphere

Millennials (1980-2000) Messages That Motivate    “You’ll be working with other bright, creative people.” “You and your coworkers can help turn this company around.” “You can be a hero here.”

Similarities Across Generations

 According to recent research conducted by Randstad and the Center for Creative Leadership, employees across the generations agree that:  Work is a vehicle for personal fulfillment and satisfaction, not just for a paycheck.       Workplace culture is important. Being trusted to get the job done is the number one factor that defines job satisfaction. They need to feel valued by their employer to be happy in the job. They want flexibility in the workplace. Success is finding a company they can stay with for a long time. Career development is the most valued form of recognition, even more so than pay raises and enhanced titles. From www.generationsatwork.com/articles/succeeding.htm

by Arleen Amsparger, 2008

Strategies for Successful Organizations    Know their company demographics— internally and externally. Are intentional about creating and responding to generational diversity. Build on strengths. The most effective mixed-generation work teams recognize the unique strengths of each individual.

Strategies for Successful Organizations    Offer options. Develop an understanding of and appreciation for generational differences and strengths. Train people to communicate effectively across generations. From www.generationsatwork.com/articles/succeeding.htm

2008 by Arleen Amsparger,

Bibliography

Zemke, Raines, Filipczak. Generations at Work: Managing the Clash of Veterans, Boomers, Xers, and Nexters in Your Workplace. 2000.

Rue, Penny (Vice Chancellor for Student Affairs, UC-San Diego) and Willy, Lori. “Generations in ODOS.” October 24, 2006. Goleman, Daniel. “What Makes a Leader?” Harvard Business Review, January 2004.

Zenger and Folkman, The Handbook for Leaders, 2004, pg 9.

Ronayne, Peter. “Digital Immigrants & Digital Natives: The Challenge of Leading Across Generations.” 2009.

Amsparger, Arleen. “4GenR8tns: Succeeding with Colleagues, Cohorts & Customers.” www.generationsatwork.com/articles/succeeding.htm

, 2008.