Think of the last time you heard comments like these …
You’re right, but I’m the boss!
Just do your job!
I remember when …
They are looking for a promotion after six months on the job!
How did you react? Were you offended? Were you okay with the comment? Did you understand, or not understand, why someone would say these words? The words and your reaction, as well as the reactions of others, reflect generational differences in the workplace.
If you don’t think there are generational differences, think of this example. If asked where Kennedy died, the Baby Boomers would say gunshots in Dallas, Texas; Generation X would remember a plane crash near Martha’s Vineyard, Mass.; and Generation Y might say, “Kennedy who?”
There are new issues to deal with in the workplace. It is the problem of distinct generations — the Baby Boomers (born between 1946-1964), Gen X (born between 1965-1980) and Gen Y (born between 1980-1995) working together and often colliding as their paths cross. Individuals with different values, different ideas, different ways of getting things done and different ways of communicating in the workplace have always existed. So, why is this becoming a problem now?
At work, generational differences can affect everything, including recruiting, building teams, dealing with change, motivating, managing, and maintaining and increasing productivity. Think of how generational differences, relative to how people communicate, might affect misunderstandings, high employee turnover, difficulty in attracting employees and gaining employee commitment.
Research indicates that people communicate based on their generational backgrounds. Each generation has distinct attitudes, behaviors, expectations, habits and motivational buttons. Learning how to communicate with the different generations can eliminate many major confrontations and misunderstandings in the workplace and the world of business.
Whether at a family gathering or in the workplace, how do you manage intergenerational groups with conflicting work ethics, dissimilar values and idiosyncratic styles? How do you get them to understand each other? How do you motivate them to get along or work together?
Every generation says the same things about other generations — “They don’t get it” or “They have it so much easier than we did.”
The “who are managing” chart summarizes the generational differences we encounter today.
With reference to the chart, let’s look at a few work situations and how one might handle them.
• At annual performance review time, a manager from the Baby Boomer generation gives out a nice bonus for a project well done. The Generation X employee is ungrateful and says, “Why didn’t I get this six months ago, when the project was completed?” Gen X wants instant gratification, whereas a person in the Baby Boomer generation is happy to get money anytime.
A Generation X manager tells a Boomer he has been working too hard and should take time off to take the family on vacation. Instead of saying thanks, the Boomer replies, “I work to get ahead, not for a vacation.”
A Generation Y employee takes vacation during the last few weeks of a critical project. The Boomer manager can’t understand why. Generation Y employees prioritize time off and family over work. They are not afraid of changing careers where Boomers seldom move from job to job.
• A top-notch, cross-functional team with individuals from several different generations has been set up to recommend a solution to a problem. After a couple of weeks, the manager responsible for the team cannot understand why there is constant conflict, and nothing is getting done. If the manager were aware of just one characteristic of everyonel relating to communication needs, he or she might understand the stalemate. The Boomers on the team are looking for direct, specific requests for work to be done. The Boomers do not like to work independently, and they also expect to have meetings any time, any place — and it is fine if they are called day or night. Xers do not want to hear about the project outside of work, and don’t dare call them at home. And the Yers don’t want any meetings at all, they only communicate via voice mail and e-mail. Is it any wonder that the team is having trouble getting motivated toward the goal? At the beginning of any team formation, an effective leader should consider spending time learning how team members wish to communicate.
Being aware of these differences can help individuals tailor their message for maximum effect, regardless of the task, or the relationship of the individuals. Good business is based on understanding others. Most of us think the correct way, and the only way, is our way. In business, as well as in personal life, that is just not true. To work effectively and efficiently, to increase productivity and quality, one needs to understand generational characteristics and learn how to use them effectively in dealing with everyone.