Bridging the Generation Gap

Linda Gravett

• Publisher: Career Press
• Year: 2007
• Print ISBN: 9781564148988
• eBook ISBN: 9781601638953
• Topic: Business
• Subtopic: Business General
• Index: Business

Miscommunication -Employee conflict -Work ethic debates -Loyalty issues -Varying wants and needs -If you are a manager, human resources professional, or business owner, you are faced with these types of issues every day. But why? Because currently, there are five generations in the workplace: Radio Babies (born during 1930-1945); Baby Boomers (1946-1964); Generation X (1965-1976); Generation Y (1977-1991); even some Millennials (1991 and later). Each of them has a different perspective, based on their upbringing and daily lives. The key to making encounters between the generations successful is learning to understand the point of view of each generation and respect their differences.The individuals and organizations that do this will be the ones to succeed. This book will show you how.

Authors Gravett and Throckmorton take a dynamic approach to the situation by writing in two distinct voices—as a Baby Boomer and a Gen-Xer—using a "point-counterpoint" approach to identify differences and similarities across generations. They share hands-on experiences, real-life cases, recommended solutions, and ground-breaking research on how members of any generation can better relate to minimize conflict, miscommunication, and wasted energy. You will learn what each generation thinks of the others and how each wishes the others viewed it. Bridging the Generation Gap is filled with strategies and solutions you can implement immediately to help build your own bridge between the generations.

Chapter 1

Why Can’t We All Just Get Along?!

Linda gravett:

Does this sound familiar?

The sales manager, a man about 50 years old, is at the front of the room. He’s addressing sales reps of varying ages who have flown in for the annual meeting.As the sales manager is explaining next year’s goals and exhorting everyone to “pull together” to achieve targets, a group at a table in the back is clearly disengaged. There’s a lot of eye rolling and pretend gagging from this group of 25-to-30-year-olds.

What’s going on?

I’ve observed this scenario—or versions of it—frequently over the past few years: Older, experienced staff tries to guide and lead the “young pups.” That guidance, though well intentioned, isn’t always well received.

As a consultant called upon to help this sales department work together more effectively with less conflict, I sat in on sales meetings for the company for a few months. In private, I asked younger sales reps why the sales manager turned them off. They said, “He just gives us the rah-rah cheerleader bit. Just tell us our goals and get out of our way. I’m in this for me, not the so-called team.”

In private, I asked the sales manager how he perceived his sales reps. He said, “The kids have no sense of tradition or respect. They have no work ethic.”

Scenarios similar to this one are being repeated in organizations around the country. Miscommunication and conflict across generations affects productivity, morale, and customer satisfaction. So we must do better if we want our organizations to survive and thrive.

We operate in a competitive global economy in which technology moves at warp speed and customers are diverse in terms of culture and language. To be successful, our organizations must harness the energies and talents of every employee, regardless of age.

Robin Throckmorton:

Successfully harnessing the energies and talents of every employee regardless of age is a challenge for all of us, but is truly beneficial if it can be accomplished. It can only be accomplished if we build a bridge between the generations to help them more effectively collaborate and communicate.

Let me share with you one of my coaching assignments:

The manager was in her late 40s to early 50s, managing a man in his mid-20s. As she put it, he was a “young pup” with the energy and ambition of a toddler. Most of the other employees were 10-30 years older than him as well. Needless to say, there was a definite clash between the generations.

The “young pup” was eager and ambitious to learn and do as much as he could. And he expected credit for his accomplishments. On the other hand, the others had put in their time and did not like being shown up or having “the way it had always been done” challenged.

This friction is common when people from various generations work together. But if you can’t get everyone to work together, the employees, the organization, and the customers all suffer from this generational divide.

In this situation, I was able to meet with the manager and the employee separately and then together to help them understand the differences between their generations. Together, we brainstormed ways to use these differences as advantages in their respective roles and to the organization. For example, helping the manager see that the “young pup’s” ideas may be new and better than anything tried before, and helping the employee listen and learn from the manager and other coworkers what has been tried and why it did or didn’t succeed. By doing this, they may be able to combine both fresh and tried ideas to create an even better way of doing things. Soon after they began implementing their combined ideas, the friction lessened and they were able to spread the ability to work with others of differing generations throughout the organization.

 

 

Linda and Robin:

In this book we offer concrete suggestions for narrowing the divide between generations. There are four generations attempting to work harmoniously in today’s workplace, and disparate perceptions, worldviews, experiences, and communication styles sometimes block the synergy required for organizations to succeed. Our thoughts on how to address these generational barriers are based on research as well as our own experiences and perceptions gained through growing up in our respective generations. We come from different generations (Linda is a Baby Boomer and Robin is a Gen Xer), yet we’ve found we can work together as colleagues—and friends—by leveraging two factors: our common values and mutual respect.

Research for the book

Between January 2000 and December 2002, Linda interviewed 500 people in each of these four age groups:

58-73
39-57
27-38
15-26

She also conducted follow-up interviews in late 2004 and early 2005. Every person interviewed was asked these six questions:

1. What factors affect your happiness in general?

2. What entices you (or would entice you) to join an organization?

3. What compels you to stay with an organization?

4. What factors shaped your perspectives when you were growing up?

5. What characteristics of other generations in the workplace bother you the most?

6. What do you want other generations to know about you and your generation?

The responses were candid, often unexpected, and always enlightening! Throughout the book we’ll share these different outlooks and comment on them through the lens of our own unique perspectives.

The players in today’s workplace

Depending on which author you read, there are many different yardsticks for the birth years of the five generations we’ll discuss in this book. Most sociologists suggest the following breakdown, and this is the one we’ll be using for our purposes of discussion:

Radio Babies (or Silent Generation): born 1930-1945

Baby Boomers: born 1946-1964

Generation Xers (or Baby Busters): born 1965-1976

Generation Ys (or Generation Why): born 1977-1990

Millennials: born 1991 or later

For the most part, we will be discussing the four current generations in the workforce, because the Millennials don’t join us until 2007 when the oldest turn 16. However, we have included a chapter on this generation (Chapter 9) to help you prepare for them.

Of the key generations in the current workplace, Generation Y (80 million strong) is the largest group, followed by Baby Boomers (78 million), the Silent Generation (63 million), and Generation X (48 million) according to the Bureau of Labor Statistics (Dohm 2000). Information from the Census Bureau tells us that the 25-54-year-old demographic group is growing at only a 1.2 percent rate, whereas the 55-64 year olds are growing at a rate of 47 percent. Clearly, the labor force is getting older at a faster rate than they can be replaced, so keeping older workers longer and preparing younger workers for succession sooner is critically important in the global marketplace.

In this book, we will endeavor to shed some light on new ways that organizations can recruit, manage, motivate, and retain a workforce that spans all five generations.

Summary

Miscommunication and conflict across generations can cost your company thousands of dollars in lost revenue and employee turnover. In this global marketplace, the skills and talents of every single employee are valuable. The key to harnessing the talents of each individual is clarifying common goals and objectives and guiding employees through the organization’s mission and vision.

Case Study: Managing Gen Ys

The coffee shop is humming with activity, as is always the case around 9 a.m. Sue, the manager, is focused for the moment on a problem employee. She’d rather concentrate on setting up for the lunch crowd, but her young waitstaff always seem to be vying for her attention.

Sue’s current “problem” employee is Mike. He isn’t really a bad employee; in fact, he seems pretty average: 19, working while in college, doing a pretty good job most days. Sue worked some similar jobs herself, working 35 hours a week in a restaurant while she was a full-time student. She smiled as she reminded herself that she kept a 3.8 G.P.A. She hadn’t needed or expected a lot of “attaboys” when she was younger. It’s a good thing, too, because she didn’t receive constant praise—just a steady paycheck.

This kid, Mike, has pulled her aside for the fifth time this shift to verify that he’s handling a task well and get her to praise him in front of coworkers. Mike seems to crave constant attention and recognition, even for just showing up on time or busing a coworker’s table occasionally. Other employees Mike’s age seem to be the same. They’re always asking, “This is a great way to do this, right?” You’d think they invented service with a smile, and just for adequate service they believe a raise is in order.

Questions for Discussion

1. What generational mindsets may be in operation in this scenario?

2. How can Sue provide the recognition her young employees seem to want in ways that don’t drain her time and energy?

Solution

The coffee shop’s young employees tend to have a Gen Y’s sense of entitlement…to constant feedback, recognition, and attention. The manager “paid her dues” and has a difficult time understanding this younger generation’s seeming craving for nonstop attention.

Sue could call an employee meeting just before a shift or during a slow time and brainstorm ideas for recognition. The employees would then generate suggestions that are appealing to them, so Sue doesn’t have to guess. It’s very likely that the incentives they come up with would be inexpensive—such as a 20-minute break for a week rather than a 15-minute break. As cheesy as it sounds, Sue could consider having a bell that is rung loudly whenever an employee gets a customer compliment or helps out a coworker. Let the customer or coworker be the bell-ringer. For Sue, when she does give kudos, they must be sincere. A Gen Y can spot a phony a mile away and is completely disenchanted with a boss who doesn’t provide sincere feedback.

Chapter 2

Let’s Talk Dollars and Sense

Linda and Robin:

You may be thinking, “So why should I care about the generations in my workplace—how does this issue affect my department or company’s profitability?” It’s a fair question, and we’re going to address it in this chapter.

Unemployment steadily declined in the United States in 2005. The Bureau of Labor Statistics reported that unemployment in November 2005 was 5 percent, and Lawrence Kudlow predicted at the end of that year that in 2006 the economy would produce jobs at a steady pace, the stock market would be healthy, and gasoline prices would continuing their downward trend (Kudlow 2005).

Historically, when unemployment rates drop, more workers are tempted to “test the waters” and look for jobs elsewhere. This is particularly true if they’re disenchanted with their current workplace. Do you think this can’t be true in your organization? According to the November 2005 Spherion Employment Report, “nearly 40 percent of the working adults in the U.S. said they are likely to look for a new job in the next 12 months” (Spherion 2005). What would happen if even half this number of employees left your organization? Would it impact your productivity? Customer service? Profitability?

Another key projection comes from the U.S. Bureau of Labor Statistics: By 2010 the United States will be short 10 million workers—this is actually 10 million workers with the right skills. Remember in the late ’90s when we were willing to fill an empty chair with any warm body at any cost? At that time, we were only short 3-4 million workers. There simply aren’t as many Gen Xers (born 1965-1976) as retiring Baby Boomers (born 1946-1964). The math should tell us that we have to plan for recruiting—and keeping fully engaged—the people with the skills, knowledge, and competencies our organizations need to survive and thrive. And we have to be willing to do things a little differently. Are we willing to hire a retiree part-time with a flexible schedule and offer him or her benefits? It may be necessary if we want to get an employee with the skills we need. You will have to be creative if your organization is going to survive the labor shortage.

We mention retention as an important factor in this chapter for one key reason: Turnover is much too costly for any of our organizations to deal with! Depending on whether you’re replacing a non-skilled, semi-skilled, or professional-level employee, turnover costs could range from 50 to 150 percent of the departing employee’s annual wage. To clarify, if you’re paying a salaried employee $50,000 a year, direct and indirect costs for finding, selecting, and training a replacemen...

Table of contents

• Title Page
• Copyright Page
• Table of Contents
• Dedication
• Acknowledgements
• Preface
• Chapter 1 - Why Can’t We All Just Get Along?!
• Chapter 2 - Let’s Talk Dollars and Sense
• Chapter 3 - The Generations in Context: How Did We Get This Way?
• Chapter 4 - How to Entice Each Generation to Join Your Organization
• Chapter 5 - Retaining Quality Radio Babies
• Chapter 6 - Retaining Quality Baby Boomers
• Chapter 7 - Retaining Quality Gen Xers
• Chapter 8 - Retaining Quality Gen Ys
• Chapter 9 - Get Ready, ’Cause Here I Come
• Chapter 10 - Managing Conflict Across Generations
• Chapter 11 - Older Workers, Younger Bosses
• Chapter 12 - They Want What?! Working With the Gen Y Entitlement Mindset
• Chapter 13 - Tailoring Training and Development Across Generations
• Chapter 14 - Building a Bridge Across the Generations
• Chapter 15 - Generational Imposters: A Presentation
• Chapter 16 - Frequently Asked Questions
• Appendix A - Research Results
• Appendix B - Worksheet: Calculating Turnover Costs
• Appendix C - Generation Birth-Years
• Reference List
• About the Authors