What are generation gaps?
Is corporate America the same now as it was 20 years ago? No. Is what you believed 10 years ago the same as you believe today? Probably not. Or consider someone who is 20 years old today. Does he or she have different perceptions than someone who is currently 60 years old? Most likely yes. These differences in attitudes, values, beliefs, and even ways of working together and communicating are known as “generation gaps.” Generational differences can lead to misunderstandings and conflicts in the workplace.
For the first time in history, companies face management ovengenerations in the workplace. This can present problems! Would it surprise you if you were to greet a job candidate in your hallway and see that he brought her mother with you? This is happening at companies across the country as recent college grads try to land their first job. Or, how would you react if you were a newly hired manager and asked an employee who has been with the company for 30 years to put the information you just analyzed into an Excel spreadsheet and email it to you? employee looked at you like you were from another planet? This is also more common than you might imagine.
generations defined
We will call the generations, each of which is known by many nicknames, Seniors, Baby Boomers, Generation X Y millennials. Each of the four generations has its own history that shapes attitudes, values, beliefs, work habits, and communication styles. Of course, generational descriptions and time frames should be interpreted somewhat loosely to avoid stereotyping. However, there are some commonalities as a result of life experiences that have shaped the values and perceptions of each group’s work.
Ripe (born before 1946) generally have a respect for authority and conformity and grew up in a traditional family style. They are committed to duty, honor, and country. This generation faced hard times before experiencing prosperity. For them, going to college was a dream and to communicate they used rotary phones and handwritten letters sent by the United States mail. The mature ones include Tom Brokaw, Jack Nicholson, recent Grammy Award winner Herbie Hancock and Senator John McCain. The matures included about 5% of the workplace.
At work, these employees have a strong work ethic and a “sacrifice me for us” team attitude. They do not seek individual recognition but prefer to integrate into the team. For them, a good job is its own reward.
baby boomers (born 1946-1964) are optimistic, although they grew up when the traditional family style was dissolving. For them, going to college was a given. Communication was via touch-tone telephones and word processors were used to prepare letters sent through the US mail. Many Baby Boomers define themselves by their work and expected to pay their fair share. They went to work for large companies and slowly but surely moved up the corporate ladder. As a result, this generation now comprises the vast majority of business leaders and bosses in the workplace. Baby Boomers include Microsoft Chairman Bill Gates, IBM CEO Sam Palmisano, Oprah Winfrey, George W. Bush, Hillary Clinton and Madonna.
Some tips for managing Boomers include valuing the team concept and giving them time to be face to face. They don’t necessarily need feedback on individual performance, but do appreciate public recognition through plaques, awards, and certificates. Be aware of the fact that Boomers may have a hard time informing younger employees that they haven’t “put in the time” or are “just interested in the bottom line.”
Generation X (born between 1965 and 1979) are more comfortable questioning authority than their older peers, perhaps because they have witnessed the public disgrace of political and business leaders who broke the rules. They have learned at a young age that happy endings don’t always happen. Many of them grew up with two working parents and often view a college education as a “way to get there.” This group communicates through PCs and cell phones. Famous members of Generation X include Tiger Woods, Angelina Jolie, San Francisco Mayor Gavin Newsom, and Google founders Sergey Brin and Larry Page.
Generation X doesn’t live to work, they work to live. Unlike their older colleagues, they believe they own their time and lease the company what they need. Generation X employees rarely retire at a company to earn the gold watch, but they often switch jobs to build a repertoire of transferable skills and experiences. Their biggest fear is that they will stagnate.
When managing Gen X employees, give them lots of projects and communicate the desired outcome instead of spending a lot of time on the process. Generation X employees respond well when given the necessary resources and the opportunity to prove themselves. Delegate the outcome to them instead of detailing the individual tasks to get there.
millennials (born after 1979) are social and socialized; they grew up with blended families and hanging out in malls. They find college extremely expensive, and many know only cell phones, instant messaging, and the Internet. This generation witnessed terrorist attacks in America and high school shootings. They are not adults or adolescents, but are in an adult phase. For Millennials, the “future” is short term. Famous millennials include Facebook founder Mark Zuckerberg, Justin Timberlake, Britney Spears, and LeBron James.
At work, they enjoy collaborative environments and may seek to become friends with their managers. They are extremely tech-savvy and creative, and maintain close (some might say too close) ties to family, even as adults. They crave feedback and want to know how they fit into an organization.
When managing Millennials, keep in mind that many grew up in a menu-based society that allows them to make decisions without doing the research. They may believe, “if it’s on the internet it must be true and if it’s not, I don’t need it for my final paper”. This has resulted in a lack of critical thinking skills that other groups take for granted. Therefore, delegating specific tasks can give better results. Be prepared to clarify your company’s values and culture, and how they contribute to that big picture.
How to close the gap?
Leading a department or team made up of four different generations may require at least four different management styles. For example, a Boomer manager may be frustrated by a Millennial employee who leaves work every day at the scheduled departure time because the Boomer manager expects long hours at work while the Millennial employee seeks work-life balance. . Here are some tips for managing today’s multigenerational workforce:
Managers can no longer manage according to their own value system. Instead, you must manage according to each employee value system.
· When conflicts arise, personal prejudices must be set aside. Try to be objective, understand the communication and work style of each person involved, and manage according to the situation and the people involved.
Remember that an employee’s past experiences cannot be changed, whether that employee is mature, millennial, or somewhere in between.
Managers must understand and recognize the validity of each generation’s values.
However, what can be changed is the way a manager motivates his employees. A Gen X employee may want time off for a good job, while a Boomer may want a plaque or public recognition. Ask your employees what motivates them and then reward them accordingly.
· Use the strengths of each generation for the benefit of the team. For example, have Matures and Boomers teach and mentor Generation X and Millennials. Your institutional wisdom is a precious commodity, and your life experiences will add colorful practical examples. Encourage Generation X and Millennials to help their more mature co-workers with technology.
Effective intergenerational team motivation allows a manager to harness all of his team’s strengths. All team members must work together collaboratively and stay focused on the same goals. Also, it is important to realize that the beliefs of others are not better or worse, just different. After all, people with different perspectives always have the potential to bring different thoughts and ideas to a team, and the resulting product can be far superior to the product of a more homogenized group.