Managing Across Generations

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

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

3. 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

4. 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%

5. 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

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

7. 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

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

9. 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

10. 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

11. Comparison Across Generations *Generations at Work, Zemske et al, 2000

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

14. 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

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

16. 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

17. 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.”

18. Baby Boomers (1943/46- 1960/64)

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

20. 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

21. 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

22. 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.”

23. Generation X (1960/64-1979)

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

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

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

27. 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.”

28. Millennials (1980-2000) http://www.cbsnews.com/video/watch/?id=3486473n%3fsource=search_video

29. Millennials

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

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

32. 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

33. 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.”

34. 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

35. 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.

36. 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

37. 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.