Developing Gen X and Gen Y Leaders:

What Your Organization Needs To Do

Adwoa K. Buahene• October 11, 2010

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 Agenda

Generational Identities – A Quick Review

Organizational Factors – How Identities Translate Into

Behaviors, incl. management styles

Gen X & Gen Y Leader Expectations

Evaluation Criteria – Is Your Organization Ready to

Recruit

Developing Gen X and Gen Y – Considerations

Future leadership model

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GENERATIONAL IDENTITIES

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 Your Workforce

Traditionalists (1922-1945) 65 – 88 years old

Goal is to build a legacy

Baby Boomers (1946-1964) 46 – 64 years old

Goal is to put their stamp on things

Gen Xers (1965-1980) 30 – 45 years old

Goal is to maintain independence

Gen Ys (1981-2000) 10 – 29 years old

Goal is create life and work that has meaning

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ORGANIZATIONAL FACTORS

Identities Translate Into

Behavior

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 Link Identities and Behavior

Generational identities translate into distinct

workplace behaviors as they relate to:
Relationship with organization
Relationship with authority
Relationship with colleagues
Work styles
Management styles
Learning styles

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 Relationship with the Organization

Traditionalist Boomer Gen X Gen Y

Definition Loyal to Loyal to Loyal to Loyal to

organization team manager colleagues

Long term Add value Exceed Ensure

Behaviors commitment by going expectations equitable
& and tenure that extra and deliver treatment
Expectations mile results
Career =
Career = Career = one opportunity to
Opportunity Career = part of me add value &
self-worth contribute

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 Work Styles

Traditionalist Boomer Gen X Gen Y

Definition Linear Structured Flexible Fluid

Follow the Challenge Change the Create the
rules the rules rules rules
Behaviors
& Change = Change = Change = Change =
Expectations Something Caution Opportunity Improvement
is broken

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 Audience Question

What differences have you found in the way that

Gen X and Gen Y like to manage?

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 Management Styles

Traditionalist Boomer Gen Xer Gen Y

Command Hyper-
Definition Participative Collaborative
and control collaborative
Rigid Political Straight-forward Personal

Behaviors Do what I say, Do what Do what we Do what each

And not what I do we’ve all need to do to of us is best
Expectations agreed upon get results at and wants
to do

Micro- Flavor-of-the Performance- Just-in-time

management month based management
management management

©n-gen People Performance Inc. 10

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www.ngenperformance.com June 2008
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Key Expectations of Being A
Leader

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 Gen X Leader Expectations

Very transparent process as to how to become a

leader
Performance management - I am told about my
rating /ranking – what I need to do to improve or
maintain my rating
With increased responsibility comes increased pay or
flexibility
Leadership positions that align with their career goals
and desired career path
My colleague leaders are competent – to be part of a
competent leadership pool

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 Gen Y Leader Expectations

Leadership can be rotational – leader today,

associate tomorrow, leader the next day
Shared leadership / co-leadership
Leadership development happens faster, in shorter
cycles
Development as a leader is according to my interests
(must have, not nice to have)
Frequent rewards

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 Recruitment Considerations

Are you ready to recruit successfully?

Have you surveyed how many of your Gen X and
Gen Y would like to move up, rather than moving
laterally?
Are you able to clearly articulate what the benefits
are of the new position?
Are you able to clearly articulate what the ‘costs’
might be?
Does your career pathing / leadership track allow for
a potential candidate to say no, without
repercussion?

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Developing & Retaining
Gen X & Gen Y

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 Specific Competency Development

Managing the other 3 generations (both)

Networking & leading in a political environment (Gen X)
Influencing & collaborating with peers (Gen X)
Communication skills-written & oral (Gen Y)
Business etiquette (Gen Y)

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 Developing Future Leaders - Considerations

Performance management reviews have to be objective,

more frequent & must build individual learning plans that
align to the interests of the employee as well as the interests
of the organization.
Put more high-potential employees into high-profile/risk
potential assignments.
Hold regular discussions with emerging leaders as to how
their strengths and development links to future
organizational plans and strategies.
Encourage future leaders to develop themselves outside of
your organization (make it easy for them to go, so it’s easy
to come back).

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 Developing Future Leaders - Considerations

Mentoring has to align to the mentees’ interests, not

just the organization or the mentor.
Embrace the notion of diversity of thought – ensure
that your HR systems discourage cloning.
Build two streams of leadership – one for people
leaders and one for project leaders or high-performing
individual contributors.
Don’t expect high potentials/future leaders to martyr
themselves for the organization
(pay/promotion/learning).

© n-gen People Performance Inc. www.ngenperformance.com

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 Future Leadership Model

The future leadership model will be a relationship in

which both parties win. The relationship will be
dynamic, iterative, and must be open to change in
order to find equilibrium.

Organization

Leader

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 Questions ?

Adwoa K. Buahene Giselle Kovary

abuahene@ngenperformance.com gkovary@ngenperformance.com

www.ngenperformance.com
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