Do you know how to get along with your Veteran boss, who values
sacrifice, dedication and conformity? Is your Boomer boss, who values optimism
and personal gratification really starting to bug you? Is your self-reliant,
skeptical and risk-taking Generation Xer co-worker hard to
understand?
Then read our interview with Ron Zemka, Claire Raines and Bob Filipczak,
authors of "Generations At Work."
Veterans are those born from 1922-1943. The Great Depression, World
War II and Patriotism are the defining events in their life. They value hard
work, law and order and respect for authority.
The Baby Boomers are those born between 1943-1960. Defining events
include Television, the Civil Rights Movement, and prosperity. they value
health and wellness, personal growth, and involvement.
Generation Xers are those born between 1960-1980. Watergate, MTV,
and the Fall of the Berlin Wall are defining events for this generation.
They value diversity, global thinking, and pragmatism.
Generation Nexters are those born after 1980. Defining events include
school violence, multiculturalism, and TV talk shows. They value civic duty,
achievement and diversity.
Is there really a problem between the different
generations in the workplace? Do Veterans, Boomers, Generation Xers and Nexters
really encounter difficulties dealing with one another because of their
generational differences?
There is a problem - not one that will imperil Western civilization
as we know it - but a problem that is causing unnecessary friction and conflict
in the workplace. That in turn leads to unhealthy distractions from the work
to be done, and to low productivity and turnover. Dilbert's tenacity aside,
real people don't last long working for and with people they don't feel some
kinship with or empathy towards.
The most common intergenerational problems concern managing and
motivating others, it's hard to motivate, coach and give assignments to someone
you don't or don't think you understand.
Trust is an important commodity in the workplace. Competence and
common understandings are important to building and maintaining trust. We
don't work well with people we don't trust to do the "right thing," however
we define that.
Hasn't there always been different generations
in the workplace? And didn't they usually get along? Why is it so different
now - or is it?
True, there have always been generational differences in the workplace
- just as there have always been gender differences, and there has always
been some generational antipathy - it's a way of coping with differences
in status and power.
But in today's workplace, people who products of different socializing
experiences come together much more frequently and under very different
circumstances.
Younger people supervising older people, for instance, is much more
common today than it was 10 years ago. It's as uncomfortable for both, as
women supervising men was uncomfortable for both parties 15 years
ago.
In the workplace of the 60s, 70s, even the 80s, people "knew their
place." There are no norms of "place" to "know" today. The rules are being
rewritten everyday - on the job, on the spot, in our temporary team-oriented,
horizontally restructured world of work.
If a woman wants to get ahead in her field,
what are the five most important things she needs to understand about her
Veteran Boss
Veterans appreciate formality and order. Take a cue from their
interpretation of "casual day" dress.
* Male Vet managers don't always know how to treat women in the
workplace (as opposed to private life) and aren't comfortable with extremes
of dress or language. One-on-one meetings with a female subordinate can make
them nervous.
Don't expect to have a casual, comfortable, kidding and joking
relationship with a Vet. And don't assume something is amiss if the Vet boss
seems private and more guarded than others in the workplace. It's just their
"way."
* Ask them what their experience tells them about situations and
customers you are involved with. They are street savvy, politically connected,
and came into a business world that put a premium on close customer relations.
That need is back, it's referred to as CRM today, so their insights are once
again invaluable.
* Think of them as potent, workplace grandparents. They like to
share what they know and how they came to know it. But take their "suggestions"
seriously. Suggestions are often orders in a velvet glove. "May I suggest
you review the Ryerson account files before we meet on Friday," means you'd
better know the Ryerson file very well.
* Expect them to be honest and straightforward - but tactful. They
are seldom hurtfully blunt or rude. Enjoy them and they will enjoy
you.
Her Boomer Boss:
* Boomer bosses are very positive, sometimes to the point of over
confidence and exuberance. They like important, seemingly risky projects.
Be advised that when a risky project falters, they will be looking for someone
- that someone not being themselves - to blame the failure on.
* They like being the star of the show; to have the big idea, and
get credit for it. Ask them to "share their concept of the project" and they
will beam and spell out their vision in great, broad strokes. Make sure your
proposals and ideas are couched in terms that obviously support that
vision.
* They like to build consensus around their plan - and hold lots
of meetings to do so. They believe in team building and horizontal authority.
And being the head or heart of the team. Let them. They are also good at
acknowledging the contributions of their teammates to higher ups.
* They live to work and say things like, "Thank God it's Monday!"
and only half jokingly, "If you don't come in Saturday, don't bother to come
in on Sunday." Plan on giving up some weekends and pulling a few late nights
if the project you are working on is important. And don't be surprised by
artificially tight deadlines. They are a bit controlling, so give them frequent
updates.
* Caution: Watch their response to your face-to-face updates. If
they seem impatient, back off and just do paper or e-mail updates. You don't
want to be seen as over-dependent. They hate that. It reflects poorly on
their selection decision.
Her Generation X Boss
* Xers are very self reliant, and often choose to be seen as
self-sufficient. They can seem aloof in their chosen isolation. They sometimes
lack interpersonal skills - and some see niceties as artifice. Directness
pays when dealing with an Xer.
* They respect technology and variety in assignments
* They work to live - not the other way around - so don't expect
late hours or very many weekends. They resent that.
* Expect to be on your own for development though they expect there
to be a lot of learning for themselves on the job. They don't think about
that for subordinates. But if you ask - and have a good, practical reason
- for, say, attending a seminar or conference, you are very likely to get
the go ahead nod. It's what they would want someone to do for them.
* They aren't into teams or meetings, unless they call them. Some,
because of their aloofness can seem ruthless. A few are. And self-centered.
If you expect credit for your work, you'll have to put that on the table.
A few Xers see other peoples' work, like information on the internet, manna
from heaven. Free to be used as they see fit.
Her Nexter co-worker or assistant or
intern
* Nexters tend to hang with a group of pals. It can seem exclusionary.
And it can look like kids on the corner - while that's fun, it can be seen
as immaturity to some. Don't expect to be included, or especially put-off
by the behavior.
* Dealing with difficult people is a fact of life. And an inevitability.
Some of your Nexter colleagues will lack good interpersonal skills. You might
have to bail them out with tough clients.
* Advancement may require more patience than they expect. They need
help seeing that repeated tasks aren't an insult, that's the way the work
world functions; a lot of repetition.
* Share what you know about the workplace with them. A little group
intelligence can go a long way. They will appreciate it.
What mistakes do most Boomers make when it
comes to relating to their Generation Xer co-workers?
Boomers, by and large, talk a more hands-off, participative, collegial
management style than they actually practice. They don't mean to be controlling,
but they have a vision of how things ought to look and or feel or be that
they want to bring about - so they tend to insist things be done a certain
way as well.
GenXers like to have a spelled-out goal some resources, and the
freedom to decide on how they are going to get things done. They hate Boomer
micro-management.
According to a Lou Harris poll, the median workweek increased from
40.6 hours to 50.8 hours between 1973 and 1997, while the play week decreased
from 26.2 hours to 19.5 hours. And 40% of all degree seekers are over 40
years old. A Boomers idea of the demographics is heaven.
Xers don't buy into work, for work's sake. To expect them to make
too many sacrifices for the good of "the project" or "the company" too often,
will send the average Xer job hunting.
How could a Generation Xer improve their
relationship with their Boomer boss?
Xers need patience with Boomers. Be the flexible one. Ask their
"view" or "vision" of a project.
Take the initiative in writing up the project goals, time lines
deadlines, check points and guidelines. Sure, that's a lot of "extra" work,
but it will keep the Boomer boss calm and at bay. It won't hurt to ask who
else's opinion and ideas to seek out. And ask them to make a decision or
two in the process so they feel involved and have some ownership in your
eventual success.
Who do Generation Xers tend to have the most
conflict with? In what area and why?
Boomers. No question. They believe Boomers are set in their ways.
Unwilling to learn new things, and too interested in management fads and
fancies. But day-to-day, the biggest conflict is over
micro-management.
Boomers are alternately worriers and in need of feeling hands-on
involved in things. Xers see this as untrusting and intrusive. It is most
annoying.
A GenX reporter I know hates when an editor "touches up" his copy.
The editor sees fixing the work - often in the manner he would have written
it if it were his assignment -part of his duty.
Without a frank discussion, a situation like this will end in an
explosion and/or a resignation. The Boomer is conflict averse, the Xer is
unskilled in conflict management. It's a classic generational
clash.
What type of conflicts do Boomers most often
encounter with the other generations?
Boomers biggest current generational conflicts are with Xers, though
many still feel they have to do too much "dancing around" to get their way
with Veteran bosses.
The Boomers not in very senior positions are very often intimidated
by Xer bosses and peers. They don't know how to "win-them-over" and winning
someone to their "side" is important to Boomers.
They don't yet understand that Xers don't have a "side;" that they
are self-oriented and many have a scarcity mentality.
What are the five most important things to
understand about Nexters in order to get along with them in the
workplace?
Nexters run the gamut from young and impressionable, to eager and
sophisticated.
By and large, they do not have workplace savvy, and have some mistaken
- or worse, no - notion of how a workplace functions. We've seen recent college
graduates who think a business' operating hours are optional. It's not
disrespect, it's unfamiliarity with workplace norms.
What conflicts do veterans, boomers, Xers
and Nexters have about their view of authority and position in the
workplace?
It isn't so much a conflict as it is conflicting views and more
importantly, conflicting "comfort zones."
* Veterans are most comfortable with top-down, command and control
systems that have leadership and authority clearly defined.
* Boomers like loose structures that have temporary teams and task
forces and informal power centers. They do like structure, but it is the
structure of function.
For instance, within a Boomer marketing department there may be
several product teams, all reporting to one person. It's important that the
boundaries of the marketing department are clear and the franchise of each
team is clear.
* Xers tend to see structure as inhibitive and think in terms of
projects and resources. They equate structure with bureaucracy and are suspicious
of it. There is a "them" and "us" atmosphere in some Xer heavy organizations.
See: Dilbert on Management. They distrust authority without high
competence.
* Nexters are really just learning organizational preferences. They
are good networkers and are easy with technology. They respect authority
and are drawn to competence.
If an employer wanted to reward a veteran
employee, what should they give them? How about rewards for a Boomer, Xer
and Nexter?
* Veterans like memorabilia. Plaques and trophies. Pictures of
themselves with important people. Trips to posh retreats are appreciated
- even when there is a seminar attendance attached.
* Boomers: Lots of public recognition, status symbols, first class
travel upgrades and nice travel bags. The image of the Road Warrior still
has appeal.
Being asked to explain the organization's winning strategy at an
industry trade show is seen as prestigious. A night of fine dining or a trip
to a favorite resort or retreat are good rewards. They love see-the-world
travel.
* Xers like better technology. Personal technology, access to the
best office tech is high on the list. Adventure holidays, extreme sports
holidays - and toys; things to play with and on are appealing. They also
appreciate family oriented rewards and time-off as a perk.
* Nexters: Open avenues for education and skills building. Organize
outings for them - everything from picnics and sporting events to a group
theater night. Best "hi-tone" activity is a very fancy, tented dinner outing,
followed by an outdoor concert.
How can an employer motivate
Veterans?
* Take time for the personal touch. Hand write a note rather than
e-mail.
* Let them chat and socialize between assigned tasks.
* Honor their hard work with plaques and other symbolic records
of achievement.
How can an employer motivate
Boomers
* Give them lots of public recognition.
* Give them a chance to prove themselves and their worth.
* Give them perks with status, like an expense account for first-class
travel.
* Assist them in gaining name recognition throughout the
company.
* Get them quoted in an industry journal.
* Ask for their input. Get their consensus.
* Reward their work ethic and long hours.
How can an employer motivate
Xers
* Give them lots of projects. Let them take control of prioritizing
and juggling.
* Give them constant constructive feedback.
* Give them time to pursue other interests--even have fun--at
work.
* Invest in the latest computer technology. They'll see it as an
investment in their work.
* Be conscious of perks up the ladder. Xers don't crave status symbols,
but resent it when others get very visible, expensive recognition.
How can an employer motivate
Nexters?
* Learn about their personal goals. Show how they mesh with the
company's.
* Make all opportunities truly equal. Forget traditional gender
roles.
* Be sensitive to the potential for conflict with Xers.
* Open avenues for education and skill-building.
* Establish mentor programs.
What is some advice would you give an owner
of a small company who wanted to bring the generations together and play
on their strengths instead of their weaknesses?
First, how do you use their strengths, their diversity, in the
marketplace? Hold regular all-hands meetings where you discuss everything
from customer complaints to customer compliments.
Input on merchandising, marketing, display, and even the products
you carry and the services you provide can profit from different generational
points of view. Emphasize the cross- generational points of view in these
meetings.
Second, how can you use the strength of generational diversity to
make things go more smoothly within the organization?
Play to the personal preference strengths of the people in the
organization. If Xers and Nexters are adroit with technology, then by all
means, ask them to tend to the technology in your shop, teach others to use
it, and advise you on upgrading and new purchases.
If you have a Boomer or two with a flair for self-promotion, harness
that energy and propensity to promote and position the
organization. |
