1 Mixing 4 Generations in the Workplace With Cam Marston.

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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 MaturesDO: • 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 nation’s institutions (government, business, or people)

• Emphasize that you’ve seen a particular approach work in the past, don’t highlight uniqueness

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Coaching and Managing BoomersDO:

• 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 them—they’re 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. They’re eager to improve and expect you to follow through.

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Coaching and Managing Millennials

DO:

• Offer customization—a 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 team’s 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