In the past these divisions have usually been between parents and their children. By the time those offspring joined the working mainstream, they quickly adapted to Industrial Age mentality where everyone in the office had the same ideals, rules and work ethics. Not so today as we see three distinct generations in the workforce, each with their unique approach to business and motivations.
Baby Boomers (born between 1946-1964): Extremely hardworking and motivated by position, perks and prestige, Boomers are defined by long work hours and professional accomplishments. Since they sacrificed a great deal to get ahead in their career, this workaholic generation believes Generation X and Generation Y should pay their dues and conform to a culture of overwork. They often criticize the other generations for a lack of work ethic and commitment to the workplace. They believe "face time" at the office is necessary and may not understand the other generations for working remotely. Most high level executives fall in this age group.
Generation X (born between 1965-1980): Ambitious and hardworking Gen Xers also value work/life balance. After witnessing the burnout or layoff of their hardworking parents, Generation X entered the workplace with a different work ethic and culture than previous generations, placing a premium on family time. With an entrepreneurial spirit , they thrive on diversity, challenge, responsibility and creative input.
Generation Y(born between 1981-1999):. Gen Ys rewrite the rules, enjoy a pleasurable lifestyle and don't see the relevance of most institutions. They are masters of technology and social media; were nurtured by their parents and are used to frequent reinforcement. A collaborative, supportive work environment and interactive work relationships are desired. As a whole they have high demands and expectations and want to work for companies that are socially responsible. As excellent multi-taskers, they prefer communications through e-mail and text messaging over face-to-face interaction. This generation seeks out creative challenges, personal growth and meaningful careers. Supervisors and mentors who are highly engaged in their personal development is necessary.
To bridge this divide, it will require more than Baby Boomer senior leaders taking on the role of the critical parent, forcing the petulant Gen X middle child and the wayward Gen Y youngster to adhere to their rules and regulations. Communication, understanding differences and motivation as well as innovative techniques is necessary to succeed. There is a propensity for the Baby Boomers to declare, "my way or the highway," but they run a huge risk of alienating and potentially losing good workers in the X and Y categories with this attitude.
Generation X dislikes rigid work requirements. They value the freedom to set their own hours. Flexible work schedules and work-from-home options may help to retain and motivate this generation. A hands-off attitude often works best when supervising, mentoring or working with them. Gen X members value freedom and autonomy to achieve desired goals and often prefer to work alone rather than in teams. They dislike “meetings about meetings” and don’t want face time.
Authoritarian leadership styles don't work well with Gen Y members, because they've grown up being able to question their parents. Generation Y, unlike Baby Boomers, is interested in making their jobs accommodate their family and personal lives. They have an extremely high value on self-fulfillment; they don't expect to stay in a job for long, seeing career change as normal.
Understanding these nuances while being nimble and creative is key in keeping and growing top employees. Recognizing and respecting the knowledge of the staff in an organization is a powerful tool. Whole Person Process Facilitation targets individual learning styles, personality traits and facets for motivation. Utilizing the mental, emotional, spiritual and physical attributes of people brings a deeper level of communication and openness, gaining clarity about themselves as well as others. Mentoring and group activities also help create a culture of inclusiveness. With Gen X and Gen Y, money is not the primary motivator; it is feeling they are valued within the organization.
Becky Arrington and the Genuine Contact Program assists leaders tap into the collective wisdom of their organization. Through holistic leadership techniques and unique meeting facilitation processes, personnel will recognize their similarities and differences, better understanding the generations and closing the gap.
Becky Arrington guides individuals and businesses to discover their purpose and live authentically. Whether you’re a company looking for innovative ways to lead and engage employees or an individual trying to prioritize, reduce stress or decide what you want to be when you grow up, learning to accept and thrive in change is key.
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