Generations at Work 031715

GEN E RA T I ON S   A T  WORK   1  

COACHING  THE  GENERATIONS  AT  WORK  

Presented  by  Karen  Wunderlin  /  11  March  2015  

GEN E RA T I ON S   A T  WORK   2  

OUR  OBJECTIVES  

•  To  inves5gate  the  genera5ons  currently  in  the  workplace  and  learn  more  about  their  characteris5cs  

•  Focus  on  three  poten5al  areas  of  conflict  between  genera5ons  at  work  

•  Review  what  we  all  have  in  common.  

GEN E RA T I ON S   A T  WORK   3  

A  PICTURE  IS  WORTH  A  THOUSAND  WORDS  

Select  an  image  that  represents    

Boomers  

Gen  X’ers  or  Millenials  

GEN E RA T I ON S   A T  WORK   4  

GENERATIONAL  THEORY  

GEN E RA T I ON S   A T  WORK   5  

WHAT  DO  YOU  ALREADY  KNOW?  

5

GEN E RA T I ON S   A T  WORK   6  

DEFINING  GENERATIONS  

If  this  person  were  in  the  workforce  today…  

G.I. Silent Boomer Gen  X Millennial

Oldest 113 89 71 53 33

Youngest 90 72 54 33 11

GEN E RA T I ON S   A T  WORK   7  

COHORT  CHARACTERISTICS  

The  Baby  Boomers  •  This  genera5on  began  to  deviate  from  the  tradi5onal  values  

of  the  Silent  Genera5on.  •  There  was  increasing  distrust  of  government  and  societal  

ins5tu5ons  (e.g.  religion  and  business).  •  This  5me  period  was  marked  by  rela5vely  high  income  and  

wealth  genera5on  which  lead  to  this  genera5on’s  access  to  greater  goods  and  services.  

•  They  saw  their  parents  live  through  war,  but  generally  thought  posi5vely  about  the  trajectory  of  the  world.  

•  They  see  themselves  as  special  and  dis5nct  from  other  genera5ons.  

GEN E RA T I ON S   A T  WORK   8  

COHORT  CHARACTERISTICS  

The  Baby  Boomers  might  be  defined  by  •  Individualism  • Cynicism  • A  “free  spirit”  

GEN E RA T I ON S   A T  WORK   9  

COHORT  CHARACTERISTICS  

GeneraFon  X  •  This  cohort  is  very  comfortable  with  technology,  since  they  

saw  the  introduc5on  of  the  personal  computer  and  the  beginnings  of  the  digital  age.  

•  Gen  X  has  the  highest  level  of  volunteerism  as  compared  with  other  genera5ons.  

•  Genera5on  X  is  the  first  genera5on  with  more  women  than  men  gradua5ng  from  college.  

•  People  of  this  genera5on  desire  more  work-­‐life  balance  than  their  parents  and  grandparents  may  have  had.  

•  They  expect  change  and  focus  on  changing  ins5tu5ons  and  systems  through  their  collec5ve  ac5on  and  advocacy.  

GEN E RA T I ON S   A T  WORK   1 0  

COHORT  CHARACTERISTICS  

GeneraFon  X  might  be  defined  by  •  Independence  •  Entrepreneurialism  •  A  search  for  emo5onal  security  

GEN E RA T I ON S   A T  WORK   1 1  

COHORT  CHARACTERISTICS  Millennial  GeneraFon  •  This  genera5on  has  oaen  been  compared  to  the  Silent  

Genera5on  as  being  very  civic  minded,  but  they  are  also  more  narcissis5c  than  other  genera5ons.  

•  They  were  raised  by  “helicopter  parents”  who  hovered  over  them  and  protected  them  from  threats.  

•  Millennials  are  known  as  “trophy  kids”  since  they  were  rewarded  for  par5cipa5on,  not  just  winning.  

•  They  will  likely  change  jobs  much  more  frequently  than  other  genera5ons.  

•  Millennials  have  been  raised  with  technology  and  use  it  in  almost  all  aspects  of  their  lives.  

GEN E RA T I ON S   A T  WORK   1 2  

COHORT  CHARACTERISTICS  

Millennial  GeneraFon  might  be  defined  by  •  Patrio5sm  •  Technological  adeptness  

•  A  quest  for  security  and  safety  

GEN E RA T I ON S   A T  WORK   1 3  

POTENTIAL  AREAS  OF  CONFLICT  

GEN E RA T I ON S   A T  WORK   1 4  

POTENTIAL  AREAS  OF  CONFLICT  

Career  Goals  •  Silent  Genera5on  –  Build  a  legacy  •  Baby  Boomers  –  Build  a  stellar  career  •  Genera5on  X  –  Build  a  portable  career  •  Millennial  –  Build  parallel  careers  

Example:    Providing  a  formal  career  path  and  development  plan  may  work  very  well  for  a  Millennial,  but  may  be  off-­‐pufng  for  a  Boomer.  

Adapted  from  the  work  of  Lynne  C.  Lancaster  and  David  S5llman,  www.genera5ons.com.  

GEN E RA T I ON S   A T  WORK   1 5  

POTENTIAL  AREAS  OF  CONFLICT  

Balance  •  Silent  Genera5on  –  Shiaing  the  balance  •  Baby  Boomers  –  Shiaing  the  balance,  need  to  find  myself  •  Genera5on  X  –  Need  balance  now,  not  at  re5rement  •  Millennial  –  Work  isn’t  everything  

Example:    You  provide  paid  leave  for  employees  to  use  with  children’s  educa5onal  events,  but  this  may  exclude  Millennials  who  may  not  yet  have  children  (and  don’t  plan  to).    Millennials  desire  work-­‐life  balance  in  sincerest  meaning,  thus  want  5me  for  other  life  events.  

GEN E RA T I ON S   A T  WORK   1 6  

POTENTIAL  AREAS  OF  CONFLICT  

Feedback  •  Silent  Genera5on  –  Say  liile,  do  much.  •  Baby  Boomers  –  Lots  of  feedback,  but  infrequently.  •  Genera5on  X  –  Lots  of  feedback,  but  frequently  and  less  

formally.  •  Millennial  –  Need  to  know  now!    Example:    Annual  employee  evalua5ons  are  good  prac5ce  (especially  for  the  Baby  Boomers),  but  if  that  is  all  they  receive,  Gen  X  and  Millennials  will  feel  a  liile  lost  and  perhaps  devalued.  

GEN E RA T I ON S   A T  WORK   1 7  

SMALL  GROUP  DISCUSSION  

GEN E RA T I ON S   A T  WORK   1 8  

SMALL  GROUP  DISCUSSION  

•  What  are  some  issues  you  see  with  having  the  different  genera5ons  at  work  and  how  their  values  might  clash?  

•  What  are  some  opportuni5es  for  you  and  your  organiza5on  in  terms  of  having  a  genera5onally  diverse  workforce?  

•  What  are  some  specific  things  you  might  do  to  “bridge  the  genera5onal  gap”  regarding  working  well  with  others  from  various  genera5ons?  

GEN E RA T I ON S   A T  WORK   1 9  

WORKING  ACROSS  GENERATIONS  

GEN E RA T I ON S   A T  WORK   2 0  

WORKING  ACROSS  GENERATIONS  

Principle  1  Although  there  may  be  some  differences,  most  of  us  share  similar  values.  •  Family  •  Love  •  Integrity  •  Self-­‐respect  •  Wisdom  

Adapted from The Center for Creative Leadership, 10 Principles for Working Across Generations, 2013.

GEN E RA T I ON S   A T  WORK   2 1  

WORKING  ACROSS  GENERATIONS  

Principle  2    Though  we  may  define  it  differently,  we  all  want  respect.  

Adapted from The Center for Creative Leadership, 10 Principles for Working Across Generations, 2013.

GEN E RA T I ON S   A T  WORK   2 2  

WORKING  ACROSS  GENERATIONS  

Principle  3    We  all  desire  to  trust  others.    •  People  with  whom  you  

directly  work  •  Your  organiza5on  •  Upper  management  

Adapted from The Center for Creative Leadership, 10 Principles for Working Across Generations, 2013.

GEN E RA T I ON S   A T  WORK   2 3  

WORKING  ACROSS  GENERATIONS  

Principle  4  We  expect  great  things  of  our  leaders.  •  Credibility  •  Trust  •  Vision  •  Encouragement  

Adapted from The Center for Creative Leadership, 10 Principles for Working Across Generations, 2013.

GEN E RA T I ON S   A T  WORK   2 4  

WORKING  ACROSS  GENERATIONS  

Principle  5    We  are  all  concerned  with  organiza5onal  poli5cs.  

Adapted from The Center for Creative Leadership, 10 Principles for Working Across Generations, 2013.

GEN E RA T I ON S   A T  WORK   2 5  

WORKING  ACROSS  GENERATIONS  

Principle  6    We  are  all  a  liile  afraid  of  change.  

Adapted from The Center for Creative Leadership, 10 Principles for Working Across Generations, 2013.

GEN E RA T I ON S   A T  WORK   2 6  

WORKING  ACROSS  GENERATIONS  

Principle  7    Loyalty  is  more  related  to  context  than  genera5on.  

Adapted from The Center for Creative Leadership, 10 Principles for Working Across Generations, 2013.

GEN E RA T I ON S   A T  WORK   2 7  

WORKING  ACROSS  GENERATIONS  

Principle  8    We  want  similar  things  from  our  organiza5ons  and  jobs.  •  Advancement  •  Recogni5on  •  Work-­‐life  balance  •  Fair  pay  

Adapted from The Center for Creative Leadership, 10 Principles for Working Across Generations, 2013.

GEN E RA T I ON S   A T  WORK   2 8  

WORKING  ACROSS  GENERATIONS  

Principle  9    We  really  like  to  learn.  •  Training  for  the  job  •  Training  for  advancement  

Adapted from The Center for Creative Leadership, 10 Principles for Working Across Generations, 2013.

GEN E RA T I ON S   A T  WORK   2 9  

WORKING  ACROSS  GENERATIONS  

Principle  10  

We  all  want  to  be  coached.  

Adapted from The Center for Creative Leadership, 10 Principles for Working Across Generations, 2013.

GEN E RA T I ON S   A T  WORK   3 0  

COACHING  PRACTICE  

In  groups  of  three,  assume  these  roles:  •  Coach  

•  Use  the  coaching  skills  you  have  to  assist  the  coachee.  •  Rely  on  the  conversa5on  guide.  

•  Coachee  •  Bring  an  issue,  goal,  or  problem  to  the  table.  •  Make  sure  you  feel  comfortable  sharing  some  detail.  

•  Observer  •  Make  notes  on  the  interac5on.  •  Discuss  what  the  coach  did  well.  •  Suggest  ways  to  improve  in  the  future  (feedforward).  

GEN E RA T I ON S   A T  WORK   3 1  ©2015   THE  WUNDERL IN  COMPANY  

AL L  R IGHTS  RESERVED  

KAREN  WUNDERL IN    

2400  Top  Hill  Road  Louisvil le,  KY  40206  

 502.727.2637  

 www.wunderlin.com