Generationally Challenged

"Our 20 and 30-somethings want change, and they want it NOW. Our 60-somethings insist that things are find just as they are. Our 40-somethings are fine with the idea of changes, as long as they can be in charge of making the changes. Our 50-somethings don't know what to think about the changes, and are all nervous and frustrated!" Sound familiar?

Without a doubt, we live in one of the most challenging periods of time when it comes to the differences in attitudes, opinions, and perspectives among the different generations in the workplace. We are typically faced with up to four different generations in the workforce, and the things that shaped their individual attitudes, opinions, and perspectives range from the effects of the great depression to the ever popular Blackberry phone.

This wide range of influences understandably creates challenges to managing and communicating with team members representing different generations. But the challenges are not insurmountable. It just takes an understanding of the motivators and communication styles that work best with each generation.

A generation is defined, for the most part, as a group of individuals born within a period of about eighteen years. In today's society, our four basic workforce generations are:

- The silent generation: born before 1946 (ages 62 to 83)
- The baby-boomers: born between 1946 and 1964 (ages 43 to 61)
- Generation X: born between 1965 and 1977 (ages 30-42)
- Generation Y: born between 1978 and 1986 (ages 21 to 29)

The composition of the workforce today looks something like this:

Silents: around 10% and declining fast
Baby-boomers: around 45% and declining slowly
Generation X: around 30% and increasing slowly
Generation Y: around 15% and increasing rapidly

The things that shaped the attitudes, opinions, and perspectives of these four generations are as varied as the people themselves. The Silents were shaped by events such as the residual effects of the Great Depression and World War II. The Baby-boomers were shaped by events such as the civil rights struggles, the conflict in Vietnam, and the Watergate scandal. Generation X was shaped by the technology boom of the 1980's, much of that technology adding to the fun in life, the collapse of communism, and unfortunate corporate downsizing. Generation Y was shaped by events such as the development of the internet, global competition for most industries, the global war on terror, unprecedented levels of affluence, and reality T.V.

Let's take a look at how the different generations view things and how to best communicate with each of them. The Silents rely on the tried, true, and tested ways of doing things. They tend to like hierarchy and order, are comfortable with very directive leadership, are willing to climb the ladder patiently, have difficulty adjusting to change, and are very loyal to their employers. Effectively communicating with Silents requires understanding that, by nature, Silents are very private. Don't expect members of this generation to share their thoughts immediately. For the Silent, a manager's word is his/her bond, so it's important to focus on words rather than body language or inferences. They prefer face to face or written communication. Don't waste their time, or let them feel as though their time is being wasted.

“Boomers” often feel that they paid their dues and climbed the ladder under the old rules. They pride themselves on survival skills, feel betrayed by downsizing, reengineering, and restructuring. They believe in the value of hard work and tend to be very competitive. They are idealistic and value a democratic work environment. They view work groups as social groups and seek to change institutions. Effectively communicating with Boomers requires remembering that Boomers are the "show me" generation, so your body language is important when communicating. They speak in an open, direct style but avoid controlling language. They will usually answer questions thoroughly and expect to be pressed for the details. You should present options to demonstrate flexibility in your thinking.

Generation X workers formed the vanguard of the free-agent workforce. They tend to be very resourceful, wanting to stay on the cutting edge. They are a bit suspicious of institutions and are usually willing to break the rules. They are also very adaptable to change and new technology. To effectively communicate with Gen X workers, use email as a primary communication tool. Talk in short sound bites to keep their attention. Ask them for their feedback and provide them with regular feedback. Share information with them on a regular basis and strive to keep them in the loop. Use an informal communication style. They don't respond well to rigid structures.

Gen Y workers are the children of “Baby Boomers” and the optimistic, upbeat younger siblings of Generation X. They see themselves as global citizens who are environmentally conscious. They are often volunteer-minded and socially conscious. However, their opinions are sometimes tainted by privilege. They are our most cyber literate, media savvy generation. They tend to be concerned about personal safety. They will usually base their judgment of institutions on their own merit rather than making generalizations. They like to do everything fast – even instantly. They tend to be impatient. In order to effectively communicate with Gen Y workers, use action words and challenge them at every opportunity. They will resent it if you talk down to them. They prefer email communication or text messages. Seek their feedback constantly and provide them with regular feedback. Use humor and create a fun learning environment. Don't take yourself too seriously. Encourage them to take risks and challenge long-standing paradigms so that they can explore and develop new ways of accomplishing things.

If this all seems a bit overwhelming, don't worry. Every generation basically wants the same thing - respect. Showing team members they are valued and respected is the key to unlocking the secrets to working with multiple generations. Ultimately, the success that managers seek in dealing with any generation of workers will be dependent on how good they are at developing and maintaining successful, mutually respecting relationships with their team members.

Mike Purcell - Speaker, Trainer, Author
President - Compass Performance Group, LLC
http://www.high-impacttraining.com/
http://www.getsaddlesense.com/