Leading Diverse Workplace Generations Effectively

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Leading Diverse Workplace Generations Effectively

• Ontario Council for University Lifelong Learning
  
• October 17, 2008
• Stephen H. Smith

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Goals of the Workshop

• Provide an updated view of workplace generations
  (Knowledge)
• Highlight some implications for leaders
  (Appreciation and Understanding)
• Opportunity to transfer the understanding into
  practical action planning (Application).

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Agenda

• Concept of Generational Differences
• Basic Premises of the Presentation/Workshop
• Some Cautions on Studying Generations
• Descriptions of Generational Differences
• Overview of Generational Commonalities
• Considerations for Managing Generational
  Diversity
• Scenario Action Planning.

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Whats the Big Deal?

• If the workplace feels like a battle zone and
  colleagues sometimes act like adversaries you are
  not alone. Todays four generations glare at one
  another across the conference table and potential
  for conflict and confusion has never been
  greater.
• (Lancaster Stillman)

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Whats the Big Deal?

• There is a growing realization
• that the gulf of misunderstanding and
• resentment between older, not so old
• and younger employees in the workplace
• is growing and problematic.
• Gensler Group Kirkpatrick/Martin/Warneke

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So Whats New?

• Young people today are tyrants. They contradict
  their parents, they eat like slobs and tyrannize
  their teachers
• Socrates (470-399 BC)

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So Whats New?

• Theyre rude. Theyre slackers. They dress
  unprofessionally. They love loud music. They
  dont respect people who are older. Theyre
  Generation Y?

Wrong they are you!
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So Whats New?

• The term generation gap came into vogue in the
  1960s as way of describing the apparent wide
  gulf in values, beliefs and lifestyles between
  baby boomers and their parents.

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So Whats New?

• The reason people blame things on previous
  generations is that there is no other choice
• Doug Larson

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Differences Really?

• Their leadership behaviors, and what they want
  from work, from todays generation compare with
  other generations and find that age doesnt
  really make all that much difference.
• Barry Posner

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Differences Really?

• Theres this mythology built up about
  relationships between the oldest and youngest
  generations, and for the most part its just not
  true.
• Terry West

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So Why Does this Really Matter?

• There really is a labour shortage
• There really is a War for Talent
• You really need to retain all the employees you
  can
• Many baby boomers are not retiring
• Workplace Diversity is really here to stay.

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And Furthermore

• Regardless of the emphasis the fact of the
  matter is that we have 3-4 different groups of
  different ages, at different stages in their
  careers, functioning in a very fast paced
  changing and increasing diverse world.

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So Why Am I Here?
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So Why Am I Here?

• Major Careers Job the Need to Survive have
  been part of teams with diversity of generations
• College Teaching primarily Generation X and Ys
  (Kate)

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Some Basic Premises

• Generations have differences
• These differences often result in conflicts
• Most intergenerational conflicts have a common
  cause or issue
• It is the issue of power who has it and wants
  it.

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Some Basic Premises-2

• All generations share several commonalities
• E.g. They all want the same basic things but
  how they get them is different
• E.g. They have the same basic core values - they
  just express the differently

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Some Good News

• We as leaders can work with or manage people
  from all generations effectively without becoming
  magicians, selling our souls or more importantly
  losing our sanity
• Jennifer Deal

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Some Cautions

• Lots of sources information about descriptions
  of the differences of generations is available,
  but there is a limited number of research studies
  or documented sources (Discernment).

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Some Cautions-2

• We need to guard against lumping individuals into
  a whole group risk of stereotyping or
  psycho-analyzing whole generation of individuals.
• Some of the differences well who really cares?

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Some Cautions-3

• All characteristics do not apply to all
  individuals within the group
• Personalities, ethnicity, gender, sexual
  orientation and environment are also the causes
  of differences not just age
• Exceptions to the rule do not invalidate the
  general rule description on generations

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Some Cautions-4

• Do not key only on differences also focus on
  commonalities.

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Story to Illustrate Difference

• Key recruitment situation
• Diverse cast of characters
• Three sets of different needs interests
• One big potential problem
• Sources of creativity and productivity.

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What Happened?

• HR Recruitment Coordinator successfully persuaded
  the manager to flex and support the hire/leave
• Six months later the manager was singing the
  praises of the HR Coordinator and how she save
  his hide
• HR was successful in its only mission
  facilitating the line department to achieve their
  business goals.

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So what should we do?

• Lots of situations are not generational in
  nature but again lots are, so it is valuable to
  have generational lenses handy.
• Claire Raines

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Overview of Descriptions of Generation Differences

• Review Chart
• Comparison of Characteristics of Main
  Generations in the Workplace

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Key Differences in Workplace

• Differences that can cause conflict

Boomers Generation X Generation Y
Work Ethic Driven Balanced Determined
View of Authority Love/Hate Unimpressed Polite
Leadership By Consensus Competence Working Together
Relationships Personal Gratification Reluctant to Commit Inclusive
Turnoffs Political Incorrectness Cliché, Hype Promiscuity
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Key Differences in the Workplace-2

• Differences that can cause conflict

Boomers Generation X Generation Y
Work-life Balance I already have balance its a 50 hour week I want balance now not once I get settled Work isnt everything, I need flexibility to balance my other interests
Use of Technology If I have too, but dont make it too complex I must stay current , but lets slow down on advances Have you seen the latest?
Job/Position Changing Puts you behind you need stability Is necessary to develop my career Thinking about it is part of my daily routine
Decision-making I need a bit more info and time I would like to meet to discuss Lets get on with it
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Key Differences in the Workplace-3

• Differences that can cause conflict

Boomers Generation X Generation Y
Rewards Money, title , recognition, the corner office Freedom is the ultimate reward My work has to give me meaning in life
Feedback Feedback with lots of documentation Sorry to interrupt, but how I am I doing Feedback when I want it, at the push of a button
Layout of Workplace See Next Slide See Slide 30
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Boomer Workplace
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Generation X Workplace
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Perceptions are Important

• How each generation sees the other is important
  to managing the diversity

Boomers Generation X Generation Y
Boomers On Live for today, dont have the burning ambition to get ahead and always want exceptions. Not interested in the future, vision is limited, rude, and think they know it all.
Generation X On Dated and out of touch with change and new technology. Always changing their minds, another self-absorbed generation.
Generation Y On Need to let the cork out a bit and listen to other peoples viewpoints. 9 to 5ers who clutter their workstations with pictures of their kids enough already.
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Differences on Technology Generation Y

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Generations Have Things in Common

• There are differences how they view their worlds
  because their worlds are different
• How the generations articulate their values are
  different
• But it appears that each generations core values
  are not much different.

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Research by Center of Creative Leadership
Posner/Kouzes

• Center of Creative Leadership
• (5,800 people participated in survey research)
• Posner/Kouzes- The Leadership Challenge
• (over 10,000 respondents)

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Top Five Values, by Generation

• Source Jennifer Deal Center for Creative
  Leadership

Late Boomers Late Xers Yers
Family 64 Family 67 Family 73
Integrity 46 Love 32 Love 49
Love 29 Integrity 24 Spirituality 28
Spirituality 23 Happiness 20 Happiness 25
Happiness 18 Spirituality 17 Friendship 25
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All Generations Want Respect

• Source Center of Creative Leadership
• What people mean by respect is
• Listen to me, pay attention to what I say
• Give my opinions some weight in your decisions
• Do what I tell you to do

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All Generations Want Respect-2

• People in authority want their decisions to be
  respected
• Boomers want their experiences and wisdom to be
  respected and deferred to
• Generation X Y would like their fresh ideas and
  suggestions to be respected
• Questions or questioning does not necessarily
  demonstrate disrespect.

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All Generations Want Leaders who Are Trustworthy
Credible

• People from every generation and at every level
  that employees, managers and leaders dont trust
  each other as much any more
• And most people are tired of covering their butts
  and want co-workers and leaders they can trust

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All Generations Want Leaders Who Are Trustworthy
Credible

• People of all generations and at all levels are
  more likely to trust people they work with
  directly (bosses, peers, and direct reports)
• People trust their organizations less than they
  do people they work with directly
• People trust upper management less they trust
  their organization

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All Generations Want Leaders who Are Trustworthy
Credible

• What generation you are from or how old you are
  does not affect how much you trust other people
  or your organization
• The less people trust, the more likely they are
  to leave, especially Xers and Yers.

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Top Five Leadership Attributes, by Generation

• Source Center of Creative Leadership,
  Posner/Kouzes

Late Boomers Xers Yers
Credible 75 Credible 71 Listens Well 68
Trusted 60 Trusted 58 Dependable 66
Farsighted 59 Farsighted 54 Dedicated 63
Listens Well 53 Listens Well 51 Focused 59
Encouraging 53 Encouraging 46 Trusted 56
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Top Five Leadership Attributes, by Organizational
Level

• Source Center for Creative Leadership,
  Posner/Kouzes

Top/Executive Upper Management Management Professional
Credible 68 Credible 74 Credible 75 Credible 77
Farsighted 66 Farsighted 58 Trusted 61 Listens Well 58
Trusted 58 Trusted 55 Listens Well 51 Trusted 57
Listens Well 53 Listens Well 48 Encouraging 51 Farsighted 57
Focused 51 Encouraging 48 Dependable 51 Encouraging 48
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All Generations Want Leaders who Are Trustworthy
Credible

• People of all generations and at all levels want
  their leaders to be credible, trustworthy,
  dependable, farsighted, encouraging and good
  listeners
• People would rather leaders say that they cannot
  talk about something than for them to mislead
  intentionally.

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All Generations Can Be Loyal But It Depends on
Context

• Different generations have about the same levels
  of loyalty
• The objects of their loyalty is different
• Boomer Loyal to the organization
• Gen X Loyal to the team
• Gen Y Loyal to themselves, then team

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All Generations Can Be Loyal But It Depends on
Context

• Younger generations are not more likely to
  job-hop than older generations were at the same
  age
• People who are closer to retirement are more
  likely to want to stay with the same organization
  for the rest of their working life
• People higher in an organization work more hours
  than do people lower in the organization working
  more hours isnt a matter of what generation an
  employee is from.

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All Generations Can be Recruited Retained If
You Do It Differently

• First, more and more - if you cannot articulate
  vision, and values to a Gen X or Y you wont get
  them in your door, the good ones anyway
• Employees of all generations are more likely to
  remain with an organization if they receive
• Good compensation
• Learning development
• Opportunities for advancement
• Respect recognition
• Good quality of life outside work

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All Generations Can be Recruited Retained If
You Do It Differently

• However, employers must realize that each
  individual wants a different combination
• Just about everyone feels underpaid, overworked
  and under appreciated including you and me.

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All Generations Want to Learn the Same Things

• Employees in all generations identified the same
  things they want to learn in their workplaces
• Employees in different levels in the organization
  wanted to learn the same things
• What employees want to learn is related to what
  they need for their job, not their generation

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Top Five Developmental Areas, by Generation

• Source Center for Creative Leadership

Late Boomers Xers Yrs
Leadership Leadership Leadership
Skills training in my field of expertise Skills training in my field of expertise Problem solving, decision making
Team building Team building Skills training in my field of expertise
Problem solving, decision making Problem solving, decision making Communication skills
Strategic planning Strategic planning Self-awareness
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Top Five Developmental Areas, by Organizational
Level
Top and Executive Upper Management Management Professional First Level
Leadership Leadership Leadership Leadership Skills training in my field of expertise
Strategic planning Team building Skills training in my field of expertise Leadership Computer training
Team building Skills training in my field of expertise Team building Problem solving, decision making Problem solving, decision making
Managing change Strategic planning Problem solving, decision making Computer training Communication skills
Vision Vision Strategic planning Team building Leadership
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All Generations Want to Learn the Same Things

• The ways/modalities employees learn may differ
• Everyone wants to learn on the job
• Everyone thinks coaching is a good idea
• People are savvy about what they need to learn,
  what they want to learn and how they want to
  learn. Listen to them!

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So What is a Leader to Do? Some General
Considerations

• Minimize the emphasis on differences informally
  educate team members on understanding of the
  diversity in workplaces (ethnicity, age, etc)
• Learn to accommodate employees (there are very
  slippery slopes (Tsunami LOA)
• Create workplace choices, allow the workplace to
  shape itself around the work being done as long
  as customers needs are met (flex hours, dress
  code etc.)

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So What is a Leader to Do? Some General
Considerations-2

• Do not put your supervisory style on a fixed spot
  control autonomy are on a continuum
• Make your leadership style based on the situation
  and people involved
• Depend less on positional power and more on
  personal influence
• Take your time when matching individuals to a
  team or a team or individual to an assignment

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So What is a Leader to Do? Some General
Considerations-3

• Tailor your recruitment messages to the
  generation, but always tell the truth
• Place emphasis on retention, it is your best
  recruitment tool
• Take the time to communicate with your employees
  about their workplace (surveys, focus groups).
  Remember you pay now or later, but you will pay.

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So What is a Leader to Do? Some General
Considerations-4

• Give your leaders diversity training and not just
  on generation diversity (cultural, religious
  etc.)
• Above all give your employees what they want!!
• Honesty, fairness, respect, genuine recognition
  appreciation
• Invitation to give meaningful input, some risky
  assignments, customer service, undivided
  attention, collaboration a vision to attain.

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Thats all Folks!

• Thank your for the opportunity to serve you
  today!
• stephen_at_shsmithassociates.com