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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 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 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 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 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).
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