the generational divide baby boomers

Culture Transformation Resources, LLC * www.CTR-Consulting.com

THE GENERATIONAL DIVIDE. A CLOSER LOOK AT BABY BOOMERS.

By Andre S. Harris, Culture Transformation Resources, LLC

FOUR GENERATIONS. BIRTH YEARS & AGE.

TRADITIONALISTS 1925-1945 69+ years

BABY BOOMERS 1946-1964 50-68 years

GENERATION X 1965-1979 35-49

MILLENNIALS 1980-1996 18-34

Source: Gallup’s “State of the American Workplace” 2013

FOUR GENERATIONS IN THE WORKPLACE.

Source: Gallup’s “State of the American Workplace” 2013

We are in the middle of a historic evolutionary leap driven by digital innovation and technology. It has created a generational divide that holds both promise and peril for leaders.

For the first time in U.S. history, we have four separate generations working side-by-side.

While there is no magic birth date that makes a member of a specific generation, one’s experience and sharing of history h e l p s s h a p e a “ g e n e r a t i o n a l personality” during their formative years.

When a generational divide occurs at work, the results can be:

•  Reduced productivity •  Hiring challenges •  Increased turnover •  Decreased morale •  Reduced profitability

THE GENERATIONAL DIVIDE.

“A lack of understanding across generations can have detrimental effects on communication and working relationships and undermine effective services.”

-Constance Patterson, Ph.D.

THE GENERATIONAL DIVIDE. HOW THEY DIFFER.

Social, Political & Economic Influences

Family Structure & Influence

Education

Values / Morals

Work Ethic

Leadership Approach

Motivational Buttons

Communication Style

Interaction with Others

Approach to Feedback

View towards Company

Work vs. Personal Life

Desired Rewards

Financial Behaviors

Relationship with Technology

General Expectations

So much of what is going on in our lives is seen through our own generational lens. C o m p a n i e s N E E D a multigenerational workforce. To succeed in business today, i t t a k e s a r a n g e o f generational insights and varied perspectives to make smart business decisions.

Educating employees on generational differences and their unique contributions can boost:

•  Understanding •  Respect •  Collaboration •  Productivity •  A Working Together Culture

GENERATIONAL INSIGHTS.

OVERVIEW. BABY BOOMERS.

BIRTH YEARS •  1946-1964

AGE •  50-68 years old

US POPULATION •  80 Million

AKA •  “Me” Generation

CHILDHOOD. BABY BOOMERS.

Divorce reached a low in 1960 of 9%

Families moved due to GI Bill, GI Housing and industrialization

Family size smaller (2-3 children)

Few grandparents in the home

Mom stayed home and Dads carpooled

First generation to live miles from extended family

Children spent significant time with adult role model

Perception of the world as “safe”

IMPORTANT EVENTS. BABY BOOMERS.

First Nuclear Power Plant

Cuban Missile Crisis

Vietnam War

John Glen Orbits the Earth

The Civil Rights Act

JFK Assassination

Rosa Parks

Kent State Massacre

CORE VALUES. BABY BOOMERS.

Optimism Team Orientation

Personal Gratification

Health & Wellness Involvement Youth

Work Personal Growth Brand Loyal

Oprah Winfrey

Stevie Wonder

Meryl Streep

Johnny Depp

Whoopi Goldberg

Bill Clinton

Madonna

Jay Leno

Denzel Washington

Steve Jobs

Bill Gates

FAMOUS BABY BOOMERS.

COMMON TRAITS. BABY BOOMERS.

Grew up in healthy economy Defined by their job

Optimistic Consumers; success largely visible

Workaholics; created 60-hour workweek

Love-hate management

Likely to challenge authority; want leadership positions

Poodle Skirts

Barbie Dolls

Ed Sullivan Show

Fallout Shelters

Peace Sign

Mr. Potato Head

Slinky

Hula Hoops

CULTURAL MEMORABILIA. BABY BOOMERS.

FOUR GENERATIONS IN THE WORKPLACE.

Traditionalists •  Loyal

Boomers •  Driven

Gen X •  Balanced

Millennials •  Eager

WORK ETHIC. FOUR GENERATIONS.

VIEW OF WORK. FOUR GENERATIONS.

Traditionalists •  It’s necessary •  An obligation

Boomers •  It is exciting •  An adventure

Gen X •  It is a challenge •  A contract

Millennials •  It is done to make a

difference •  A means to an end

EXPECTATIONS OF WORK. FOUR GENERATIONS.

Loyalty, Respect Authority

Common

Performance

Compensated for doing job

Competitive

Optimistic, Team-

Oriented

Results

Reward for Results

Self-Reliant

Skeptical, Career-Oriented

Results + Fun

Reward for Outcomes

Pack-Oriented

Self important, Loyalty to

Others

Career

Seek rapid success

TRADITIONALISTS

Individual

BABY BOOMERS

Team Player Loves Meetings

MILLENNIALS

Participative

Entrepreneur

INTERACTIVE STYLES. FOUR GENERATIONS.

Source: Greg Hammill, “Mixing and Managing Four Generations of Employees

WORK STYLES. FOUR GENERATIONS.

Traditionalists

•  Hierarchical organizational structures •  Consistency and uniformity •  “These are the rules.”

Boomers

•  Coined “team building” •  Live to Work, until Retirement •  “Let’s talk about the rules.”

•  Work to live, not live to work •  Flexibility in work, life •  “Break all of the rules.”

Millennials

•  Exceptional multi-taskers •  Flexibility in work hours and dress code •  “Redefine the rules.”

LEADERSHIP STYLES. FOUR GENERATIONS.

Traditionalists •  Directive •  Command-and-control

Boomers •  Consensual •  Collegial

•  Everyone is the same •  Challenge others •  Ask questions

Millennials •  TBD

TRADITIONALISTS

Satisfaction of a job well done

BABY BOOMERS

Money, title, recognition,

the corner office

Freedom, self-manage, time to

prioritize own projects

MILLENNIALS

Work that has meaning, flexibility; growth and learning opportunity; praise

MOTIVATORS. FOUR GENERATIONS.

RESPECT AND LOYALTY. FOUR GENERATIONS.

Traditionalists •  To the organization

Boomers •  To the profession

Gen X •  To the individual

Millennials •  To co-workers and friends

MANAGING AND LEADING FOUR GENERATIONS.

Recognize their loyalty, experience.

Select

activities that show what they know.

Focus on

evolution, not revolution.

Acknowledge their

contributions.

Be aware of competitive

nature.

Offer continued

training on life skills, balance.

Respect their skepticism;

establish your credentials.

Use humor.

Let them know you like them.

Talk career,

not job.

Provide ongoing and

remedial training.

Teach in short

modules.

Test often. Make it fun.

Allow collaboration.

TRADITIONALISTS

Loyal to their clients

and/or customers

BOOMERS

Making a difference

Building a career

MILLENNIALS

Work that has meaning

#1 REASON TO STAY OR LEAVE JOB. FOUR GENERATIONS.

COMMUNICATION PREFERENCES. FOUR GENERATIONS.

Traditionalists

•  Let’s have a conversation •  Face to Face •  Formal • Memo

Boomers •  Call me on my cell anytime •  In person •  Semi-formal

•  Send me an email •  Irreverent •  Call me only at work •  Direct and Immediate

Millennials

•  Text me or IM me •  Twitter •  Fun, Informal, Slang •  Email or Voicemail

COMMUNICATION GAP.

“Grandpa is showing us how they sent a text when he was a kid.”

IMPROVING FEEDBACK AND COMMUNICATION. FOUR GENERATIONS.

Traditionalists •  “No news is good news.” •  May not be receptive to feedback •  50% have not received feedback training

Boomers •  “Once a year; formal and documented.” •  Don’t appreciate it •  Initiate weekly informal talks; document talks

Gen X •  “Sorry to interrupt, but how am I doing?” •  Give immediate and regular feedback •  Be direct and to the point

Millennials •  “I want it with the push of a button, anytime.” •  Consider electronic connections; use visuals •  Allow an active role in creating work plans

COMMUNICATION DIFFERENCES.

www.CTR-Consulting.com

Please contact us for the complete presentation or more information about: •  Generational Dynamics in the Workplace •  Managing Millennials •  Leading Multigenerational Employees •  Four Generations Working Together

Ms. Harris is available for keynote presentations, management training, leadership retreats and other corporate and non-‐profit engagements.

Andre S. Harris President & Proud Gen X Culture Transformation Resources, LLC www.CTR-‐Consulting.com Andre@CTR-‐Consulting.com 1-‐800-‐390-‐5078 @AndreHarrisCTR Andre Harris CTR www.linkedin.com/pub/andre-harris/31/56a/744/

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