“So much of what is going on in our lives is seen through our own generational lens.” When Generations Collide: How to Solve the Generational Puzzle at Work ‘A presentation by Lynne C. Lancaster The Management Forum Series March 17, 2004 ‘Synopsis by Rod Cox “Generational collisions are among the key management issues being faced by leaders of today's organizations." Because people are living longer and staying in the workforce longer, this is the first time in history that four generations are likely o find themselves looking at each other over the same conference. table. The research of Lynne C. Lancaster (with business partner David Stillman) clearly shows that many problems formerly ascribed to loss of employee loyalty and work ethic are actually generational in nature. Companies are finding that productivity, culture and viability are being negatively impacted by poorly handled generational issues. Indeed, 65% of the research respondents say that generation gaps make it hard to get things done. ‘They cite lack of communication; the tension between “that's the way we've always done it” and “let's change it because we can change it’ differences in generational values on issues as diverse as work ethic and dress codes; workforce shifts; and the problem of obtaining and retaining multi-generational talent. In shor, the potential for collision, confict and confusion between the generations has never been greater. In this presentation, Lancaster broadens and deepens our understanding of the generational variables that influence performance: ‘= Who the generations are: their demographics, traits, stereotypes and values * How to analyze your own organization for generational weaknesses and strengths Lynne C. Lancaster is a respected management consultant and coach. Her research on intergenerational ‘communication stems from observing the challenges her clients face in recruiting, training, managing and retaining a work force that spans four generations, offen at conflict with each other. She has been reviewed, {quoted and featured in numerous national magazines and journals including The Futurist, Nation's Business and The Washington Post. With business partner David Stillman she is co-founder of Bridgeworks, a ‘company dedicated to researching and promoting generational issues and understanding. Her latest book, upon which this presentation is based, is When Generations Collide: Who They Are. Why they Clash. How {0 Solve the Generational Puzzle at Work, (Executive Forum ‘Management Forum Series 2003-2004 ‘wav executivaforum.com Members may copy for internal training use only. All other rights are withheld“So much of what is going on in our lives is seen through our own generational lens.” shortage of workers as well as a severe brain drain. Uslities, government, and manufacturing — industries which expanded massively in the boom of the 60s — will be particularly hard hit. Within ‘seven years, 30 million currently employed workers will be over age 55. The skilled worker gap is estimated to be 5.3 milion by 2010; 14 million by 2020. What is now a talent overload is quickly becoming a talent deficit, and companies will find themselves competing for qualified workers. Thus, taking advantage of generational strengths — both now and in the future — is a critical characteristic of agile and profitable ‘companies, L lancaster notes that the coming workforce loss of both Traditionalists and Baby Boomers will create a Truly understanding generational characteristics is a good starting place since misleading generational stereotypes are pervasive, and they divert attention from the strengths that each generation brings tothe party. “You can't expect fo understand someone you've already put ina box." Are ‘old people” really forgetful? Are "young people" really focused only on themselves? Lancaster says, "no," and she has the research to back it up, as shown on the clarifying grid below. (Note that this grid is not intended to “put people in a box,” but instead, to take the lid off the box to increase Understanding, appreciation and workplace productivity. Further, this grid does not include Cuspers, those ‘who have a foot in two generations. They often do tremendous work in connecting the generations. Lancaster also notes that many people “jump generations": Le., there are very traditional millennials as well very hip traditionalists, so categorizing solely by birth year would be a mistake.) Traditionalists | Baby Boomers Generation Xers. Millennials (Gen Y, GeNext) Birth Years | Pre-1946 _| 1946-1964 1965-1981 1982-2000, Population | 75 Million (25% of | 80 Millon 46 Milion 76 Million Size ‘whom are stilin the workforce), Influencers | The Great Booming birthrate Sesame Street and | Expansion of Depression; World | economic prosperity, | MTV; personal technology and the War l; the GIB; | Vietnam; Watergate; | computers; children of || media; drugs and the Cold War protest and human | divorce; AIDS; crack | gangs: pervasive fights movements; sex, | cocaine; loss of world” | violence; widening drugs, rock'n'roll; | safety ‘chasm between haves suburbia; dual incomes and have-nots; unprecedented immigration growth View of Loyal o institution} Want to put their stamp | Are skeptical of Judge institutions on institutions on institutions Institutions their own merit #1 reason for | Loyaltytoclients | Making difference | Building a career Work that has meaning staying on the | and customers. jb, or for changing jobs ‘executive Forum ‘Management Forum Series 2003-2004 ‘wa. exseutiveforum.com Members may copy for internal training use only. All other rights are withheld,“So much of what is going on in our lives is seen through our own generational lens.” Tradtionalsts | Baby Boomers Generation Xers__| ilonniats (Gen ¥, GoNext) Traits Patiot: loyal; | idealistic and Eclecto:esourcofu; | Aka Tho Digital heads down, onward | optimist: ighly | eomfortabio wt | Genoration" globally ‘nd upward atttude; | compote, henge; sealant; | concerned ntograted: pole: fecaly ‘veruneiming need to. | adaptable: skeptical | cyber iterato; media ongorvtivefathin | succeed: question | aboutrelaionhips and | and technaogy saw; inettufone; high | authory; the distrustinstutons; | expect 24-hour ino: wore “sana generation” | high vores rater info- | reat probably have reciousness: | vith elder-care highway pioneers; | foo much stuf to sor Siperence; Keepers | conceme; responding | entrepreneurial ana | throughs acknowledge ofinettitional | toneatincaresoues, | indoponce Money, te, ers have shaken up | Provide work that has rewards Performing recognition; recognize | the rewards system: | meaning ‘tadiionalisis and | them as the fist, skeptical about jobs mixthem with high- | “sandwiched” and organizations; Potential Xers to | generation caring for | prefer time wit family Iransfer the learning; | children as well as | and outside interests; ‘consider altemative | parents; provide time | provide opportunities ‘scheduling orjob | off with pay; provide life | for development of ‘sharing; recrutt them | skils and balance personal and ‘actively: make them’ | training: provide professional life Tool part ofthe culture; help them ‘ase into retirement; recognize the satisfaction of a job well done ssocond-career avenues ‘Executive Forum ‘Management Forum Series 2003-2004 ‘wawwsexecutiveforum.com Members may copy for internal training use only. All other rights are withheld“So much of what is going on in our lives is seen through our own generational lens.” The critical message is, “generational diferences have the potential to enhance rather than harm organizations.” Lancaster observes that the companies who learn to take advantage of the generation gaps ~ not simply manage or endure them — are likely tobe “employers of choice" in the future, capable of alracting and retaining a skiled workforce. “it has lo do with being liked, rusted, istened to, provided with training, and establishing an atmosphere of good will for employees of all ages.” Said another way, successful ‘organizations are wise to recognize, understand and employ the strengths of all generations as they consider immediate and future needs. Learning Applications Consider the value of conducting a setious, forthright analysis of the generational puzzle in your own organization: * Boos theerganzaton understand and embrace the contibulors of each generation? What are the ‘+ Howis each generation currently being understood or stereotyped? + What does each generation bring o the table? How do they clash? How do they interact? ‘+ Whatis your expectation ofthe roles each generation wil playin decision-making? + What are you doing to hire and retain employees from each generation? + How do generational influences and shifts affect your succession plans? ‘+ What needs to happen to weave generational respect into your organizational culture? ‘© Who will lead the charge? ‘Executive Forum ‘Management Forum Series 2003-2004 ‘www executiveforum.com Members may copy for internal training use only. All other rights are withheld,fageWorks presents: When C Executive Forum Morch V7, = CashPoint™— Institutions The generations view institutions in very different ways. This can affect the strategies we use to recruit, engage, manage and retain them. GENERATION FACTOIDS Tips | TRADITIONALISTS.. + 40% of Traditionalists said thelr | + Recognize their loyalty and company did not do a good job of | experience. are loyal to institution: making them want to stay. | © 48% said training opportunities ‘Traditionalists show what they £1 reason or staying on” playaroleimstayinguth the, KROW. | Bie job loyatytclents | company + Remember, Traditional have and customers + 73% plan to return to work in career paths too. some capacity after they retire. « Focus on evolution, not revolution. ‘+ Mix the generations in teams so | they cross-pollinate, Baey BOOMERS... + 43% of Boomers sald they lack _ * Be aware of Boomers’ competitive i opportunities to be mentored neere want to put their own where they work. + Acknowledge their contributions. stamp on institutions. ‘+ 30% said that not having 2 + Focus on how they can make an ‘mentor contributes to their job Impact. #1 reason for staying on dissatisfaction. | | © Offer training opportunities + 75% said time off would be the throughout their careers. greatest reward they could i receive. | the job—making a | difference Recognize Boomer burnout. Only 17% of Xers thought a lifetime career with one company aware skeptical of was a good goal (compared to Establish your credentials i 35% of Boomers and 70% of + Show you have a sense of humor. Traditionalists). , ‘+ Let them know you like them. { + 30% of Xers have left a job due | #1 reason for staying on to lack of training opportunities, | * Talk about how training applies to the Job—bullding a career; their careers, not just their jobs. 1 feason for changing * 80% of Xer men said time with | Jobs—building a career family is more important than challenging work or a higher salary. (GENERATION XeRs. Respect their skepticism. ‘They are globally aware, cyber- | * Don't assume all Millennials will be | MILLENNIALS... literate, and techno-savvy. at the same level in training gan Sudge institetions | illennials recently ranked + Expect to do more remedial “personal safety” as their No. 1 training. workplace issue, + Teach in shorter modules; test #1 reason for staying on often; make it fun. the job—work that has Millennials don't just accept ee Eee ener eae + Help them visualize how the training applies to their jobs. ‘+ Understand they often learn best by collaborating, Copyright 2004. BridgeWorks, LLC. React us at wmn.generations.com oF toll-free at 688-519-1187. 8 ‘Our book, When Generations Collide: Wino They Are. Why They Closh, how to SoWve the Genero {HorperColins) fs ovailoble in booksicres ane oni