Align Rather than Bridge the Generations

Presented by: Linda Keane - MAPEX, Inc.

Traditionalists Boomers Gen “X’ers”

Millennials

© copyright 2010 MAPEX, Inc

Linda Keane

Corporate(both small & large)

Entry LevelManagementExecutive Mgmt

People & Processes

ConsultingManagementExecutive Level

Industries:PharmaceuticalClinical ResearchClinical TestingSystems,Banking,Recruiting and more…

MAPEX focus:Training & TeamsProfessional CoachProcessStrategic PlanningMeeting FacilitationSpeakingProject MgmtChange Mgmt and more…

What to expect!

• What is it? Why you need to care?– Understand the generational groupings

– Reasons to proactively address

– Issues that arise in the workplace

• Align versus bridge the generations– Relationship/Communication skills

– Organizational HR strategy

• Questions & Answers

Quote

“The only alternative to coexistence is codestruction”

-Jawaharlal Nehru

Generation

All of the people who were born at approximately the same time, considered

as a group, and especially when considered as having shared interests

and attitudes.

--as defined in the Encarta Dictionary English (North America)

The Generational Groupings

Four Groups in the work place at once!

Traditionalists

a.k.a. Silents, VeteransBorn: 1900 – 1945

Values:ResponsibleLoyalFamily & TraditionRisk averseConservative

Work Ethic:Work and sacrificeDedicated and loyalJob for lifeHeads down and do jobCommunicate face-face

AuthorityRespect itStructuredChain of commandEmbrace itClear lines

InfluencesGreat depressionWWIIWar on poverty

MoneySaversBuying first home!Pay in cash

CultureTV, Rotary phonePersonal carsDrive insLetter writing & memos

Boomers

a.k.a. Baby BoomersBorn: 1946 – 1964

Values:OptimisticCan change the worldDistrust authoritySelf gratificationPersonal growth

Work Ethic:Driven workaholicsYou are what you doLoyal to expense of personal lifeTitle & money

Authority:Question authorityNon-trustingUnderstand paying your dues

InfluencesJFK & MLKCold WarAssassinationsVietnam WarCivil Rights movementWar on crime

MoneyLost retirement savings in .com bust – will have to work much longer

Spend now, pay later

Culture:American dreamMotown & BeatlesTV & Touchtone phonePsychedelic ageFolk musicSoul searching

Gen X’er

a.k.a. Generation X, NextersBorn: 1965 – 1980

Values:Fun and informalSkepticalSelf-reliantPragmatic

Work Ethic:Desire work-life balanceMove jobs to competeLoyal to self firstLower work priority gives perception of slacking

Authority:Unimpressed by itSaw failing role modelsQuestion authority

InfluencesWatergateDesert StormFall of Berlin WallIran hostagesChallenger explosionWar on drugs

MoneyA little more cautious and conservative with money

Culture:Two-working parentsLatch Key kidsInternet & Cell phonesStar Wars TrilogyMichael JacksonSesame Street

Millennials

a.k.a. Gen YBorn: 1981 – 2000

Values:Believe can do anythingConfidentSocial and funCivic dutyAchievement orientedRespect diversity

Work Ethic:Observed lack of company loyaltyNot overly enthusiasticHard worker-determinedMulti-taskersNeed feedbackShort termers

AuthorityUnimpressedDon’t respect “know-it-all” bossesRespect knowledge/skill over position/rankWant a say in how it’s done

Influences:School shootingsLack of company loyaltyOklahoma City & 9/11Iraq & AfghanistanWar on terrorism

Money:Earn to spend

CultureTwo working parentsNon-traditional familiesDigital generationReality TV

The Generational Groupings

1900 - 1945 1946 - 1964 1965 - 1980 1981 - 2010

Feedback scenarios….

Traditionalists and Boomers

Gen X’ers and Millennials

PhotosHad to do something BIG to

get a photo taken!

PhotosWere born having a photo taken!

PerformancesHad to be really good to get a

standing ovation!

PerformancesStanding ovations even if they were bad! Relatives fly in for

performances.

Awards/TrophiesLimited and hard to obtain!

Awards/TrophiesGiven just for showing up!

On the JobTraditionalist:

No news is good newsBoomers: once/year with lots

of documentation

On the JobGen X’er: Sorry to interrupt but

how am I doing?Millennial: Feedback at push of

button when I want it

QUESTION?:

THE RESUME:

What is perceived by a hiring manager if a person has changed jobs a lot?

QUESTION?: The RESUME

What is perceived by a hiring manager if a person has changed jobs a lot?

Answer: Depends on the generation!• Traditionalist – may think its devastating• Boomer – may think person can’t keep a job• Gen X’er – may think it’s a necessity • Millennial – may think it is a positive thing

Perception

PERCEPTION can create a reality

• Manage it well and it can be successful

• Don’t manage it or manage it poorly and it can be devastating

….this applies to the generational issue

Perception

Is perception affecting your company’s reality?

• Do you have generational perception issues?– Boomers as workaholics

– Millennials as lazy and entitled

• Do you have managers and employees unfairly assessing each other based on their generational view?

Quote

“I have a different idea of a universal. It is of a universal rich with all that is

particular, rich with all the particulars there are, the deepening of each

particular, the coexistence of them all.”

–Aimé Césaire (poet)

Why proactively address issue?

• Demographics are changing!– Labor force is decreasing

• 76 million will retire in the next two decades*• Only 46 million will be arriving to replace them*• Many of those retiring are executives

– As Millennials enter in larger numbers issues will magnify

• Millennials have been described as the most high maintenance, yet potentially most high-performing generation

* American Society of Training & Development

Why proactively address issue?

• Minimize organization conflict and disruption

• Ensure organization strategy for succession and longevity

• Create a positive work environment for all generations for retaining and recruiting talent

Issues that arise in workplace

Technology learning curve

• Technology life cycle is now 12-24 months

• For Traditionalists and Boomers, it changes just as they assimilate the last version

• For Millennials, it is life as they know it

Issues that arise in workplace

Technology learning curve

– Give a young person a device with a button and they will push it and learn what it does

– Give an older person a device with a button and they will ask what it does before they push it

(source: unknown)

A question….

How and where did Kennedy die? What would they say?:

• Veteran & Boomer: – Gunshot, Dallas, Texas

• Gen X’er– Near Martha’s Vineyard, Massachusetts in a

plane crash• Millennial

– Kennedy?

Issues that arise in workplace

Relationships & Communication

• People communicate based on their generational background – It creates the starting point for understanding– With 4 different generations, there are 4

different starting points– This sets up too many assumptions!

Issues that arise in workplace

Relationships & Communication– What is said versus what is heard

Said Heard

In my day It’s the only way

You don’t get it You’re not smart

You have it easy You don’t work hard

I’m the boss My boss doesn’t care

…Avoid trigger statements like these!

Issues that arise in workplace

Relationships & Communication

“This needs to be done now”

-To a Traditionalist or Boomer: It means do it right now, it must be urgent

-To a Gen X’er – it’s a commentary, the urgency is not assumed

Issues that arise in workplace

Resolving issues in these two major areas:– Technology learning curve– Relationships and communication

Results in:– Less time needed from Human Resources

and Management resolving issues– Increased productivity– Improved communications– Happier workforce

Align versus bridge

Traditionalist

Boomer

Millennial

Gen X’er

•Bridge – something that provides a link, connection or means of coming together - as defined in the Encarta Dictionary English (North America)

•Bridging allows groups to stay segregated and the organization therefore doesn’t reap the benefits of the diversity

Align versus bridge

Boomer

Traditionalist

Gen X’er

Millennial

•Align –to bring something into correct position with respect to each other or something else or come into this position.-- as defined in the Encarta Dictionary English (North America)

•Aligning gets everyone moving in the same direction, maximizing the contribution by each group and individual.

Align versus bridge

Boomer

Traditionalist

Gen X’er

Millennial

So how do you align the generations?

OrganizationSuccess !

Align versus bridge

1. Communication techniques– Back to communication skills basics!

• Be clear and concise• Do not make assumptions• Reflecting technique• Training

– Foster and model open communications• EmployeeEmployee, ManagerEmployee

– Multiple formats for all corporate messages• Validate the message was heard and understood

Align versus bridge

2. Relationship building techniques– Back to relationship skills basics

• Build cross generational teams• Reward/encourage cross sharing• Make mentoring and networking a constant

– Encourage face-to-face when appropriate– Find the value

• Don’t always look for what to change

Align versus bridge

3. Collaboration versus competition– Know what you are rewarding

• Performance evaluation• Bonuses• Verbal and written mid-term accolades• How/who are you promoting and why

– Buddy system• Technology• Leadership• Knowledge transfer

Align versus bridge

4. Spend time understanding your team(s) and organization make up and work styles

– How do they relate & communicate– Establish agreed methods, processes and

acceptable access times/days– Create sharing opportunities– Educate on generational differences

Align versus bridge

5. Work/Life balance priorities– Understand generational differences– Implement flex schedules, pay, and benefits

to acknowledge differing work/life priorities

6. Generational differences can bring value– Learn to leverage what each generation has

to give

Align versus bridge

7. Unify goals and set clear expectations– Be specific and clear– Set and follow

8. Respect for ALL generations– Must start at the top with senior

management and HR– Model the behavior and attitude you want in

your organization

Organization Strategy

HR must lead

• Get in on the strategy table

• Ensure your organization understands its demographics – Resulting labor force impact– Resulting business impact

• Knowledge, products, expenses, profit/loss

Organizational Strategy

• Build a generational strategy that will work in your environment– Work processes– Retention & Succession– Recruiting– Training– Teams– Pay and Benefits– Motivation

Organizational Strategy

As you address the strategic items:

• Understand what the generations in your organization want – DO NOT assume you know – Assume and you may be doing the wrong

things – Ask and probe

Organizational Strategy

As you address the strategic items:

• Remember training and coaching– Typically the first budget cut, but

generationally everyone benefits– Be creative if budgets are tight– Explain cost of doing nothing

Organizational Strategy

As you address the strategic items:

• Deliver on what you say!– Review company mission/vision statements

• Revise or take down if you are not living it

– Have a clear statement about Corporate responsibility

• Deliver on it

– When recruiting, sell only what you can deliver to new hires

• To keep them, deliver on it

Organizational Strategy

Prepare a strategy that identifies:

• Facts and data• Current demographics and impact• Generational diversity • Opportunities and corresponding strategies• Challenges and corresponding strategies• State strategy in business operations and

financial terms so they see real impact

Organizational Strategy

Potential Issues How to eliminate or minimize?

Different decision making approach (e.g. consensus vs. individual)

Set rules on decision making with clear expectations on who needs to be involved at various levels

Desire different recognition for achievement

Involve managers/supervisors in how to reward their employees. Allow flexibility within a specific range(s)

Different opinions on technology Show real value of technology to Traditionalists/Boomers. Show younger generations how “doing it the old fashion way” has merit in certain instances.

Issues retaining newly recruited talent Do not oversell what we can give the employee

To help set strategy identify generational issues and how to minimize.

EXAMPLE:

Organizational Strategy

Opportunities How to capitalize

Gen X and Millennials are strong in technology

Pair these individuals with those who struggle –maybe make it fun!

Boomers work well in teams Involve these people in team work and mentoring situations

Gen X’ers are loyal Help them build strong networks within your Organization so they will be less likely to leave

Traditionalists and Boomers need to work for pay/benefits, but want more time off

Explore part-time with benefit or job sharing options

To help set strategy identify generational opportunities and how to capitalize

EXAMPLE:

Organizational Strategy

• Educate and Communicate– Executive Team and Management on the

issues and strategy for capitalizing• Integrate key initiatives into overall company

strategy documents

– Specific training and communications for manager and supervisors

– Training and communication for staff

As you know….

If you are not leading, you are just managing!

Generational awareness and understanding is key.

Expectations and goals clearly set and communicated.

Never assume, the generations create separate

“understanding “start points.

Embrace and value the generational differences.

Relationship and communication skills basics are a must!

Align rather than bridge the generations to more swiftly reach

goals.

That which you say (and put in writing), you must deliver.

Instill respect for all generations in your workplace. Model it!

Offer opportunities to collaborate, network, mentor and share

information.

Now is the time for HR to lead.

Set strategy to eliminate the challenges and capitalize on the

opportunities.

© copyright 2010 MAPEX, Inc

Questions & Answers

Feel free to contact me:

Linda Keane

President

MAPEX, Inc.

Website: www.mapexinc.com

Phone: 215-723-2123

Email: linda.keane@mapexinc.com

©Copyright 2010 MAPEX, Inc.

All rights reserved.

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any way by any means electronic, mechanical, photocopying, or other wise, or translated into any language without the prior written permission of MAPEX, Inc.