Managing Across Generations Mary Sherman, LCSW, CEAP Ida Perea, LCSW, CEAP UVA Faculty and Employee Assistance Program (434) 243-2643 http://uvafeap.com/
Jan 20, 2016
Managing Across Generations
Mary Sherman, LCSW, CEAPIda Perea, LCSW, CEAPUVA Faculty and Employee Assistance Program(434) 243-2643http://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.” - Zenger and Folkman, The Handbook for Leaders, 2004, pg 9
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
Work ethic Dedicated Driven Balanced Determined
View of authority
Respectful Love/hate Unimpressed Polite
Leadership
by Hierarchy Consensus Competence Teamwork
Outlook Practical 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 by Arleen Amsparger, 2008
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.