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5 Generations in the Workforce – A Leaders Challenge

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Leading Through Generational DifferencesBy Perry M. Holley

“ Each generation imagines itself to be more intelligent than the one that went before it, and wiser than the one that comes after it.”

The 5 Generations According to the Pew Research Center1, the five generations currently in the workforce are:

• Silent or Traditionalist Generation (born 1928-1945) Current ages 74-91

• Baby Boomers (born 1946-1964) Current ages 55-73

• Generation X (born 1965-1980) Current ages 39-54

• Generation Y, a.k.a Millennials (born 1981-1997) Current ages 22-38

• Generation Z (born after 1997) Current age 23

And coming soon…. Generation 2020.

As a baby-boomer myself, this would be like me leading a team that included my father (Silent Gen) and my son (Millennial) with a Gen Xer in between. Think about the challenges that could cre-ate for the leader attempting to improve performance and drive full engagement. I gave a keynote recently where my host as-signed one of their interns to make sure I got to where I needed to be when I needed to be there. As I was getting to know this young man I learned that his birthday was in a year that started with a “2”. It opened my eyes to a significant challenge that could be problematic for a leader who was not intentional about leading individuals the way they want to be led.

GEORGE ORWELL

1 https://www.pewresearch.org/topics/millennials/

The 5 Generations

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Generation Age in 2019

Where Does a Leader Begin?A key aspect of leading people is understanding who they are as an individual. What are their values and motivations? Why do they do the work they do? What makes them tick? If a leader takes the time to truly know someone it opens the door for all kinds of ways to help that person fulfill their potential. And when they fulfill their potential they are most likely engaged in their work and performing at a high level.

A great place for a leader to begin a multi-generational lead-ership study is in learning what are the key influencers of the various generations. While learning what the influences were in the generational classes won’t answer every question you have it will shed some light on what drives some of the actions and beliefs of the different generational groups.

*No chronological endpoint has been set for this group. Generation Z age ranges vary by analysis.Source: Pew Research Center

1920 1940 1960 1980 2000 2020

Generation Zages 22 & under*

Millennialsages 23-38

Generation Xages 39-54

Boomersages 55-73

Silentages 74-91Born 1928-45

Born 1946-64

Born 1965-80

Born 1981-96

Born 1997-

Note: Labor force includes those ages 16 and older who are working or looking for work. Annual averages shown.Source: Pew Research Center analysis of monthly 1994-2017 Current Population Survey (IPUMS).

The 5 Generations

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U.S. labor force, in millions

A Word About StereotypingIt’s important while learning about generational difference not to be drawn into stereotyping. Stereotyping is a form of unconscious bias that says that everyone from a certain group is the same. As in, all Millennials do that; all Baby-boomers act that way. This is dangerous and can lead to labeling others and making your leadership efforts even more difficult. Start with the basic generational differences that you will learn about in this article, but then take time to get to know each person you lead on an individual basis. If you assume everyone is the same then you will fail before you ever get started.

Generational InfluencersIn the example I sighted earlier about me leading a team that includes my dad and my son, I know that my dad is from the Traditionalist Generation and my son is from Generation Y or a

Millennial. When looking at my dad’s generation I can see possi-ble influencer that help define how he thinks and acts. He is the product of a society dealing with World War II, the Korean War and his parents experienced the Great Depression. While his parents experienced very difficult times, he himself is experi-encing an age of prosperity.

It’s interesting to note that this generation is also known as the Silent Generation. The children from this generation worked very hard and thought it better to be seen but not heard2. This might explain the work ethic and adherence to rules this generation exhibits. Other values include respect for authority and loyalty, which may explain why many from this generation focused on job security and stayed with one company for much, if not all, of their careers.

2017

0

10

20

30

40

60

70

50

2015201020082005200019971994

Boomers

Gen Xers

Millennials

Silent/Greatest

Post-Millennials

66

54 54 5653

41

93

53

How Should You Lead a Traditionalist?

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2https://en.wikipedia.org/wiki/Silent_Generation

A Silent or Traditionalist generation teammate is most likely look-ing for security and stability in the workplace. They are in the final years of their career and some may be working because they have to, not because they want to. The high engagement play here for a leader is to respect their experience and their knowledge. This generation highly respects the hierarchy and receive instruction well. If they know the direction and what’s important, they will work hard to accomplish the goals you have set.

The biggest mistake a leader can make when leading a Silent generation teammate is to be unclear about what needs to be done and not respect their disciplined approach to getting work done. They don’t like change, so consistency and clarity are important for these valued teammates.

Pro Tip for Leading the TraditionalistThis generation appreciates when communication is more formal.

• Clarity of expectations – they value a clear timeline and goals Clarity of measurement – what does a win look like

• Feedback? Hmmm, not so much. If I am NOT doing it right, tell me, otherwise…

High Engagement Bonus: To increase the Traditionalist genera-tions value to the team, have them mentor some of the younger teammates if possible. Sharing their vast experience can be a meaningful experience for both the older and younger genera-tion teammates.

Here Comes the “Me” Generation

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In the late 1990’s, as the Silent generation began to leave the workforce, the Baby Boomer generation was coming on strong. Today, as the chart above shows, the Millennial gen-eration has now surpassed the Baby Boomers as the largest generation in the workforce.

“The term baby boom refers to a noticeable increase in the birth rate. The post-war population increase was described as a “boom” by various newspaper reporters.”4 This generation was witness to the Vietnam War and the Civil Rights movement in the United States. Their Traditionalist parents and Great De-pression era grandparents taught them that anything is possible. They work hard for success and they are credited with invent-ing the term “workaholic”. They made work the center of their lives. They are driven, ambitious and collaborative. They tend to question authority and are more likely to take risks than the preceding generations were.

How Do You Lead a Baby Boomer?The Baby Boom generation is looking for personal gratification and personal growth. Their ambition and desire to make a con-tribution cause them to be great team players and great collab-orators. If you are leading a Baby Boomer, it helps to make sure they know where they fit-in on helping the organization achieve its mission and goals. They want to be relevant to what the organiza-tion is trying to accomplish. Helping them see the bigger picture and how what they do matters in that picture, will help keep engagement levels high. A Baby Boomer with a clear vision and mission will often go the extra mile to make sure it all happens.

The biggest mistake a leader can make when leading a Baby Boomer generation teammate is to not invite them to have a voice in the work that is being done. They want to be heard and they want to be valued. They value equality and don’t really care for hierarchy, so while you being the boss may seem like a good thing, it can get in the way if you play command and control and don’t include them in the conversation.

Pro Tip for Leading the Baby BoomerThis generation prefers that communication be in person and be personal.

• Clarity of expectations – they value freedom to direct their own work. Tell me what you want, then let me figure out how to get there.

• Clarity of measurement – they need to know what does a win look like, but autonomy matters

• Feedback? Okay, if you need to, but I am ok going it on my own

High Engagement Bonus: To increase the Baby Boom-er generations value to the team, recognize that they are empowered, they have a point of view, and they have a drive for success. A strong leader can utilize these characteristics to ensure these teammates feel they own the outcomes the organization is trying to accomplish. Point them in the right direction and let them go!

3https://www.pewresearch.org/fact-tank/2018/04/11/millennials-largest-generation-us-labor-force/

Generation X, or those people born between 1965 and 1980, are often overlooked because of the strong presence of the Baby Boomers before them and the ever-growing masses called Millennials that will follow them. The reason they are called Generation X isn’t completely clear. This generation was a bit of an unknown quantity after the Baby Boomer birth boom. This generation began the era of alphabetically naming the genera-tions. Gen Y and Gen Z are coming.

As the children of Baby Boomers, the GenX’ers saw their mothers joining the workforce and leaving the home, giving birth to the term “latchkey kids”. They witnessed the birth of technology, the moon landing, the fall of the Berlin Wall and Communism. They witnessed Watergate, the energy crisis, Y2K and the first signs of corporate downsizing. The guaranteed job for a lifetime was no longer a reality. This has led this generation to be more entrepre-neurial and more balanced when it comes to work and life.

How Do You Lead a GenX’er?Unlike their workaholic parents, the Generation X worker is more interested in productivity rather than long hours. While their par-ents lived to work, the GenX’er works to live. They value balance over advancement. They prefer a more casual work environment and they look for the most efficient way to get to the outcomes that are desired. To effectively engage a Generation X teammate, the leader needs to ensure that not only is the outcome being pursued clear, but also that the reason we are pursuing it is clear as well. Why are we doing this? What’s the purpose of this work?

The GenX teammate is also a direct communicator and will handle change better than the preceding generations. They value input and direction from those they work with. The leader should look for ways to help the GenX’er have fun with the work and a find a more informal way of getting work completed.

The biggest mistake a leader can make when leading a Genera-tion X teammate is to enact a command and control leadership style. While that authoritative style is generally not good for any generational group, it is especially not good for the Generation X teammate. Because they have a short term focus and will easily change jobs, a GenX’er can be cynical when it comes to how they view authority.

Pro Tip for Leading the GenX’erThis generation prefers that communication to be more direct and inclusive of their input

• Clarity of expectations – they value a view of the big picture and how they fit in that big picture.

• Clarity of measurement – interested in the team success over individual success

• Feedback? Yes, but it should be direct and meaningful. Just rip the Band-Aid off, no sugar coating.

High Engagement Bonus: To increase the GenX’ers value to the team, have them mentor some of the younger AND older team-mates if possible. This generation is in the interesting position to be able to add value to those older and younger than them-selves. Doing this feeds their desire to see the team succeed.

Who Are These GenX’ers?

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“ My parents, products of the Great Depression, lived in a state of constant fear that my sister and I, would sink into the kind of economic insecurity that their generation knew so well.”BEN STEIN

If there is a generation that gets the majority of the attention in the world today, it would have to be Generation Y or the Mil-lennials. Born between 1981 and 2000, this generation now represents the largest percentage of the workforce. Raised in a world that has included terrorism, school attacks and Septem-ber 11, this generational group has grown up more protected and sheltered by their parents. They have grown up in a time of economic growth and they are steeped in technology.

Generation Y, or Millennials, highly value diversity and another person’s personal beliefs. They view themselves as part of the global community and are at ease in multi-cultural environ-ments. Millennials are in general very self-confident and very independent. They have never lived without technology thus they are prodigious multi-taskers.

Another Word About StereotypingOf all the generations we have mentioned, the Millennial genera-tion is the most stereotyped. “They were all coddled by their parents”, “They were all given a trophy for coming in 5th place”. “Helicopter parents”, “Constantly indulged”. While some of this may be true, be careful not to discount the value that the Millen-nial worker brings to your organization. As with every genera-tional representative on your team, take the time to get to know them individually before making any sweeping judgments.

How Do You Lead a Millennial?As a leader, it is helpful to acknowledge that what a Millen-nial really wants is to make a difference. A difference in their own lives and a difference in the world. They want to work on meaningful things. They want to work for a purpose bigger than themselves. For this reason, it is helpful for leaders to communi-cate how the work the Millennial is doing is making a difference for customers, partners, and the world in general. They want to know the “why” behind what they are doing.

Millennials also want to be challenged. They can be impatient and can easily become bored with work that has no meaning. They also prefer flexible work schedules that allow them to network socially and find balance. Leaders can increase engage-ment levels of Millennials by increasing the challenge of the work and focusing on who the work benefits. Take time to learn their personal goals and provide work that helps them move toward those goals.

The biggest mistake a leader can make when leading a Millenni-al teammate is to view their lack of experience as a lack of abili-ty. They are highly educated and motivated to learn. Don’t allow

the negative stereotyping of this generational group cause you to miss the great value they can bring to your team through their collaborative and team-based approach to problem-solving.

Pro Tip for Leading the MillennialThis generation prefers to use technology to communicate, just text me.

• Clarity of expectations – they value knowing the big picture and WHY we do what we do. They need to be a part of mean-ingful things.

• Clarity of measurement – Life balance and social good are important

• Feedback? Yes, but it should be more human and make it meaningful

High Engagement Bonus: To increase the Millennial genera-tions value to the team, have them mentor some of the younger AND older teammates if possible. They can be especially helpful in mentoring older teammates on the use of technology. Millen-nials also are not interested in hearing how things have always been done around here. Challenge your Millennials to find new and improved processes for getting to the outcomes you desire.

Welcome the Millennials

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4https://en.wikipedia.org/wiki/Baby_boomers

“ Millennials, and the genera-tions that follow, are shaping technology. This generation has grown up with computing in the palm of their hands. They are more socially and globally connected through mobile Internet devices than any prior generation. And they don’t question; they just learn.”BRAD D. SMITH

And Finally, there is Generation Z

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This post Millennial generation has been labeled in many ways; iGeneration and Digital Natives to name only two. Born after 1998 these individuals have been raised in free Wi-Fi and mobile technology world and know almost nothing about land-lines, mainframes, or modems. The internet and social media have shaped their definition of relationships. It has also rede-fined what on-demand means.

Raised in a time of Middle East issues and the Great Recession, many in this generation are dedicated to personal success and financial security. They, for the most part, do not remember September 11th, but their world is one where terrorist attacks and heightened security measures are the norms. They don’t remember a time when the US was not at war.

The day of company pensions are gone and with it went loyal-ty to any one company. GenZ types are more entrepreneurial and driven for personal success. Some estimate that a GenZ’er will change jobs more than 15 times in their career. Where the Millennial was motivated by purpose, the GenZ teammate is more pragmatic and is looking for security. They are individualistic and more global reaching than in previous generations. They are more competitive and more independent than their Millennial parents.

How Do You Lead a Generation Z Individual?You cannot overemphasize the impact digital technology and the internet have had on this generation. On the positive side, they are very comfortable with technology and most companies are looking for people who can work with new technologies. On the negative side, all of this interacting with technology can leave personal interaction skills and EQ lacking.

As a leader, look for ways to help your GenZ’ers interact more effectively with teammates. This generation, for all it texting, Instagramming and Snapchatting, are remarkably accepting of face-to-face communication. However, they may need some coaching on increasing personal effectiveness through direct communication.

Speaking of coaching, GenZ’ers are more accepting of a coach-ing-leader than a command and control leader. The GenZ individual has spent their entire life solving problems on their own, well, except for the help of Google, YouTube, Siri, and Alexa. They do not turn to parents, teachers or bosses for help the way previous generations may have done. However, this generation is all about self-learning and the leader who can lean in as a coaching-leader with quick nuggets of help will be warmly received. “Quick nuggets” being the operative phrase. This generation likes input in 280 character bursts.

As the leader, you could also play to the GenZ’ers competitive nature by issuing challenges or developing contests for them to compete with others. Their drive for independence and desire to win will have a positive effect on the engagement level they exhibit.

The biggest mistake a leader can make when leading a Genera-tion Z teammate is to try and become the authority in their per-sonal or work lives. The internet is their authority. What they can learn on their own in seconds on their smartphone will be what they listen to most. Guide them to higher levels of performance through thoughtful questions and a coaching-leader approach.

Pro Tip for Leading the GenZ’erThis generation is expert level in technology-based communica-tion, but don’t overlook their comfort with dialog to solve prob-lems and collaborate. Also, be sure to communicate the “why” behind the work. This generation thrives on the bigger picture and making the world a better place.

• Clarity of expectations – they value social involvement and relevancy

• Clarity of measurement – they must add to the social fabric of society

• Feedback? Yes, they are open to better ways to serve the larger good

High Engagement Bonus: To increase the Z generations value to the team, invite them to help older teammates use the new-est technologies and social platforms where it makes sense to do so. Utilize their need for individualized expression by asking them to help look at old problems in new ways. Insist on hearing their point of view on the way we do things around here.

Conclusion

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Perry Holley is a published author and the Vice President of Global Cultural Solutions at Berlitz, where his team helps clients increase employee engagement and leader effectiveness by developing cultural acumen and cross-culture communication skills.

When you have a team that includes 20-year-olds and 70-year-olds and every age group in between, there could possibly be lots of opportunities for people to disengage. And it is not just generational identities you need to consider. Each person on your team has cultural identity made up of the national origin, gender, racial identities you need to consider. All of this can lead to a first-class leadership challenge. But this challenge is not unsolvable. Cultural Intelligence holds the key to working with all people, whether similar or different from yourself.

Leadership today requires an intentional and planned ap-proached to make connections with the people you serve regardless of a person’s cultural makeup. No matter the gener-ation you lead or the generation you are from, a leader’s goal is to develop influence with that person and engage them to the fullest to drive remarkable performance.

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