Mixing 4 Generations in the Workplace With Cam Marston
Learning Objectives • Define the four generations and their workplace characteristics • Identify the common drivers and value systems of each generation and how those drivers affect motivation and behavior in the workplace • Describe how each generation defines success and understand how the differences affect communication and relationships in the workplace • Determine how your approach may need to change when coaching, managing and leading employees of different generations • Appreciate and gain respect for what is important to each generation
Matures • Born before 1945 • Influenced by the Military • 35 million people today
Boomers • 1945-1964 • Most influential people today • 80 million people
Gen Xers • 1964-1980 • Prove it to me • 45 million people
Millennials • Born after 1980 • Instant Gratification • 75 million people
How is communicating with someone from another generation different from communicating with someone from your own generation?
Defining Four Generations in the Workplace • How does the video define each of the four generations? • Who are the four generations and what are their characteristics? • Who are the heroes for each generation and what do the heroes say about their value systems?
Defining Four Generations,continued • What trends affect generational change? • What is the generational repetition model and how does it apply to the workplace?
Consider the following: “What happens when generations define success differently?” “How do the conflicting definitions of success affect how we motivate, coach and encourage in the workplace?”
How to Deal with Four Generations • What do we need to consider when working with each generation?
Determining Generational Bias • How do you prefer to communicate – email or phone? • What operating system are you running? • Who are your role models/heroes?
Coaching and Managing Matures DO: • Allow the employee to set the “rules of engagement” • Ask what has worked for them in the past and fit your approach to that experience • Let them define quality and fit your approach to that definition
Coaching and Managing Matures • Use testimonials from the nation’s institutions (government, business, or people) • Emphasize that you’ve seen a particular approach work in the past, don’t highlight uniqueness
Coaching and Managing Boomers DO: • Show them how you can help them use time wisely • Assess their comfort level with technology in advance • Demonstrate how important a strong team is • Customize your style to their unique needs
Coaching and Managing Boomers • Emphasize that working with you will be a good experience for them • Emphasize that their decision is a good one and a “victory” for them—they’re competitive and want to win • Follow up and check in and ask how the individual is doing on a regular basis
Coaching and Managing Xers DO: • Put all the options on the table • Be prepared to answer “why” • Present yourself as an information provider • Use their peers as testimonials when possible
Coaching and Managing Xers • Appear to enjoy your work – remember carpe diem • Follow up and meet your commitments. They’re eager to improve and expect you to follow through.
Coaching and Managing Millennials DO: • Offer customization—a plan specific to them • Offer peer-level examples • Spend time providing information and guidance • Be impressed with their decisions
A Quick Review • Generational context is not about age, but common experiences • Acknowledge your team’s expectations, not just your own • Different is neither right nor wrong, just different • Age-ism is the death of any coaching strategy
Quick Review • Generational understanding does not take the place of concern for the individual • Different generations care about different approaches to the same problem – highlight points accordingly • Technology is not universal – assess your team members’ affinity level before making communication assumptions