Just to make your leadership more of a challenge, you get to lead Generations X, Y, and Z. Since I’m sure you have not been managing from under a rock, you have likely heard that there are generational differences at play in your workplace. There is the theory they these groups have different motivations and work styles that are not always compatible with each other. They actually are not so different – here is how to use these generational similarities to lead in the workplace.
Characteristics of the Generational differences in the workplace
With more and more people working in to their 70s, it is not unusual for up to 4 different generations to be working along side each other. All employees bring a different background and value set with them. The challenge is when the background and values set is so different that they can appear incompatible with each other.
To be clear, everyone brings something to the team. A multi-generational perspective is a business asset.
If you think about an ideal team – there is a whole range of skills and abilities that intertwine and complement other colleagues shortcomings. In a properly balanced generational team, these shortcomings will become less apparent because the team will teach and support each other.
Knowing the generational characteristics and how different groups operate will help any leader understand their team and what skills they can bring. By understanding this, a leader can set realistic goals for their department and have productive employees with roles matched to their skills.
Traditionalists (1922 to 1945)
This is a loyal, dedicated employee. They have a strong sense of right and wrong and rely on the chain of command for structure.
With this comes a trust in authority, desire for conformity, and logical and disciplined responses to business conundrums.
Baby Boomers (1946 to 1964)
These are non-conformists who make their presence known in the workplace – because they likely had a significant hand in creating the common office culture. Although they are positive individuals, they have the ability to be ruthless and selfish.
This group works hard and expects others to pay their due to move up the corporate ladder or score big projects.
Generation X(Xers) (1965 to 1980)
Women were entering the workforce in droves and often these Xers were latch-key kids. This lead to a desire for freedom and responsibility – micromanagers beware!
This group is not afraid to change employers to chase the next promotion.
Generation Y(Millennials) (1980 to 2000)
This generation likes being on the fast track, but values flexible working hours to find work/life balance.
Asking their manager’s questions is considered normal, because they have high expectations of their employer. This group wants meaningful work and the ability to learn. They are not going to give out respect unless they get it first.
Characteristics of the Generational similarities in the workplace
Up to 85% of people fit their generational characteristic profile. A recent study found that the values of generational differences started to rub off on each other when they worked closely together. This provides insight for leaders that the work attitudes described above are not fixed.
Any adjustment is not an easy task, this creates a challenge to recruit, hire, train (and re-train) staff. The variability in their work/life balance, interactions with customers, interactions with each other, and their personal and professional goals makes for a balancing act for even the most adept leader.
But it can be done.
How to use these generational similarities to lead in the workplace
A company’s greatest asset is the caliber of their employees. This makes it incredibly important as a leader to understand each generation and how everyone can work together.
Over reliance on generational stereotypes may be detrimental to people management and retention if you as a leader can never move someone out of their “box”. By acting on broad HR strategies to cater to each group, it disrupts the normal flow of team development and on-boarding junior staff members who could use the mentorship and “rub” of habits from previous generations.
As an anecdote – I am a millennial leader. When I reflect on what I was like as a junior employee trying to navigate the business world, I cringe at my missteps. That’s OK! That means that I have matured. With the strong majority of my colleagues classified as Baby Boomers and Generation X, I followed their lead on acceptable behavior in the workplace.
When I look at junior employees now, will they behave differently when they are the same number of years in as I am? Will their value sets change as they increasingly become parents/home owners/leaders and work shoulder to shoulder with other generations? It most likely will have an impact, but you can assure that it does by reading the strategies below.
A custom approach is often preferable to a one-size fits all method when it comes to handling teams with mixed generation employees. Each team has a different cast of characters with a unique dynamic.
What are some of the generational similarities?
Focus your leadership on these generational similarities in the workplace:
- All generations take pride in their work. It is important for employees to know how their services assisted the customer’s needs.
- Employees need to understand what is valuable in their work and understand how their goals correspond to the goals of the organization
- No one wants to be seen as the weak link: either left behind/obsolete or inexperienced.
- Praise is not necessary for everyone, but it needs to have meaning.
- They have the desire to get along with their coworkers. No one goes in to work hoping that they will get in to conflict with another individual. Anyone who does is a special case who will have to be performance managed separately.
- Decisions need to be made fairly with transparency and purpose behind it. Read why you should care if employees think decisions are fair for additional information.
Strategies to lead generational teams in the workplace
Hire a balanced workforce
Effort needs to be made to align leadership, Human Resources policies and recruitment strategies to appeal to the values and views of each generation. Unless there is low turnover of Baby Boomers or Xers, a company should not hire exclusively Millennials with less than three years of experience because they cost less.
By doing this, there is a disconnect on their readiness to work since they may not have the skill set to thrive in a new business environment due to a lack of training, or insecurity to perform certain tasks. Whereas a more experienced Traditionalist, Baby Boomer or Xer is more likely to have the abilities, skills, confidence, or a willingness to work. (The caveat to this is programming)
Mutual Mentorship
One of the strategies to promote the development of cross generational teams where they complement each others strengths and weaknesses is a program called mutual mentorship.
Gone are the days of the Master teaching the Apprentice. Instead, mutual mentorship recognizes that the different generations all have skills and abilities to bring to the table that the other person may lack confidence in.
For instance, the Baby Boomers can mentor downwards about organizational awareness, historical context, business knowledge. Millennials can mentor upwards about technology and operational mobility. Remember, Millennials are not going to give out respect unless they get it first.
Introduce a variety of increased education
Provide increased education to support ongoing skills development and wellness courses. This will support potential transitions to a different career AND promotion of health to aid the aging Traditionalists and Boomers. It will also promote the work/life balance craved by Millennials and Xers.
There should be a variety in the education methods used to engage the whole generational audience. The Traditionalists are likely fine with a seminar/lecture format whereas a Millennial will tune out unless there is something interactive.
Talent development
While focusing on talent development, it’s important that your team sees you doing the same. Leading by example is a powerful leadership tool.
Want to know if you are leading by example? Read Questions to Ask Yourself As a Leader To Find Out if You Lead By Example.
Summary:
- Hire a balanced workforce
- Provide opportunities for Mutual Mentorship
- Increased education to support ongoing skills development and health promotion
- Talent Development
There is some flexibility in the approach to focus on generational similarities to lead in the workplace. By recognizing that each generation and employee is unique, approaches should not be broad or generalized. Spend your effort on one to one or small team mutual mentorship and talent development. Focus on the larger picture in your hiring practices of a balanced workforce with ongoing education to support skills development. A multi-generational office provides countless opportunities if the strengths of each generation are allowed to flourish.