© Gilbert L. Hoffer, Ph.D., PsyCor, Inc. May 1, 2001 215-283-9322

Temple University Leadership Symposium

Keynote AddressTemple University - Philadelphia, PA

December 2, 2016

Gilbert L. Hoffer, Ph.D.President

PsyCor, Inc.

215-283-2596 • ghoffer@psycor.net

Generations in the Workplace

Age Generation Birth Year

Over 71 Traditionals Before 1945

52 – 71 Boomers 1945 – 1964

37 - 51 GenXers 1965 – 1979

17 – 36 Millennial 1980 – 1999

Below 17 Gen Z 2000 - ?

Generations

• We are all much more similar than different:o 99.9% same DNAo The “bell curve” of our Mental and Psychological capacities remain the same

across generationso The environment of formative years create the filters through which we

experience and interpret much of our adult lives

• Increasing pace of cultural change and technological innovationo Has created behavioral differences discernable across succeeding generations

since the end of WWII.

• Members of each generation o Share sufficient common beginnings to enable us to characterize them

behaviorally . . . But then each tries to change the adult world they encounter to fit their expectations . . . and/or accommodate to it as necessitated by the real or perceived consequences of their actions

Commonalities Across Generations

• The first generation to be labeledo Common labels: “Silent Generation,” “Greatest generation,” o Their grit, ingenuity and manufacturing might enabled them to win WWIIo They stopped Communist aggression in Korea (1950 – 53) and contained

Russia’s attempted expansion into the Americas through Cuba

• Believed in the American values of hard work, sacrifice and loyalty

• Women went to the factories to support the men at war and returned home when the men came back

• Generated an impressive increase in the standard of living which rapidly expanded and elevated the Middle Class

Traditionals - Born before-1945 (ages 71+)

• But as time went on the rising middle class lifestyle became harder to achieve or maintaino However, their aspirations were saved at least temporarily by technologyo Home appliances made housework less time consuming — “Housewives”

could now go to work and with a second income, upward economic mobility looked like it would continue

• Tried to prepare their Boomer and GenX kids for a brighter and more affluent futureo Based on their experience one with the promise of economic and social

mobility via education, hard work, sacrifice and loyalty

Traditionals – Home & Economy

What Boomers & Gen X Learned From Play – in traditional homes

• Follow directions carefully too Complete increasingly more complex challenges Erector sets, chemistry sets, cooking sets, etc.

o Win/come out on top Compete but follow the rules

• Avoid errors —o They lead to Broken toys Delays Loosing (lower competitive status)

Boomers - Orientation to Work

• Paradigm for success:o Age + Time + Experience = Status and Salaryo Start at bottom and work upo Follow standards of practice

• Major thing that kills careers:o Mistakes – too many or too serious

• Loyalty will be rewardedo Retirement benefits come from longevity with an employer

• Watched as the hard work and loyalty assumptions of their parents began to crumble despite how hard they worked to acquire the education and things they assumed would bring their families increased affluence and securityo Loyalty didn’t guarantee anything

Unions began to weaken – President Regan broke the Air Traffic Controller Strike

Corporate leaders failed their parents — who too frequently experienced painful and debilitating restructuring and downsizing

o Divorce and “Latchkey kids” became common

Gen X: Born 1965-1979 (ages 37-51)

• The first generation not expecting to be as well off as their parents o For many, the weak economy slowed their entrance into the job marketo The first generation saddled with significant college debt and poor retirement

expectationso The sacrifices and trade-offs their parents made to provide for their families

came at too great a price

Gen X - Continued

Gen X – Orientation to Work

• Career path Paradigmo Find your own patho Organizational loyalty will not be rewarded

• Be independent but practicalo Moved back in with their parents or create group living arrangementso Work from home

• Emphasize work and life balanceo Work to live don’t live to worko First generation to press employers for flex hours and job sharing

Boomers as Parents (1)

• Appliances made housework less time consuming

• Small children were no longer tucked in playpens until old enough to begin helping adultso Their help was no longer neededo Parent focus shifted from caring for the home to caring for the kids

• Children became economic liabilities - Why have them?o The genetic drive to perpetuate the species needed a new “motive”o Child value changed from economic to emotional reward for the parents

Boomers as Parents (2)

• Dad’s became more engaged in child rearing

• Women no longer “Home Makers” or “House Wives”o They became — “Stay-at-Home” or “Working- Moms” (Dads)o “Helicopter Parents” begin to appear

• Technology became a major child rearing influenceo As toys and games for children rapidly changed o Video games became more compelling than outdoor play

Millennials: Born 1980 - 1999 (ages 16-36)

• Parenting of Millennials - Child Centered

o Began to treat kids more like equals — as peers Less time preparing children to enter the adult world Parents looked for ways to enter the child’s world

Parents played games as equals or taught by children No longer authority figures to be obeyed

o Conversations in the home changed Children were given a voice in family affairs

Without earning it The needs of the children hadn’t changed, but The needs of the parents had

Millennials (2)

• Teaching of Millennials - Child Centered

o Asked students to use their first name To be more accessible

o Gave children more personal choices How and what would be studied

o Self-esteem paramount Effort valued more than performance Less right and wrong grading

o Encouraged collaboration Work with others, but reluctant to share evaluation outcomes

Boomers vs. Millennials - Impact of Media (1)

• What kids learned from movieso Star Trek (Boomers)—technology controlled by adults . . .vs. . . .o Star Wars (Millennials) — Youth challenge and successfully battle adults

• Social mediao Boomers — Hesitant to use social apps

Except as required by their work, or grandchildren

o Millennials — Embrace it as a primary means for Social connection News

Boomers vs. Millennials - Impact of Media (2)

• What Millennials learned from interactive video games o Don’t read directions — look for rules and politics intuitivelyo How you learn is more valuable than what you learn Risk and failure are fast ways to learn Success depends on peer-to-peer speed Speed is paramount to learning

o Just-in-Time (JIT) mentality Be ready to discard what you have learned . . . because It may not be helpful at the next level

o Multi-player, multi-level, team-playing Leadership roles rotate — no one is the authority

Boomers vs. Millennials - Information & Authority

• Boomerso Regarding Information

Ask themselves: “What do I need to know?” Learn what they are told to learn

o Regarding Authority: Listen to authority figures Respect the chain of command and win them over

• Millennialso Regarding Information

Ask themselves: “How can I find out what I need to know when I need to know it?”

o Regarding Authority: Feel empowered to evaluate authority figures Ask themselves: “How relevant, current and useable is their knowledge?”

Millennials (3)

• Career path paradigmo Latest skills = Status (learn new stuff and get good at what you do)o Skill set determines where you are in the organizationo Making mistakes — an efficient way to learn

• Relationship to Leadershipo Leadership can be rotational or sharedo Have a lower need for approval o Express increased individualism

• Work site preferenceo Corner office is not appealing Content to sit in a coffee shop with laptop, tablet or smartphone Staying connected and current matters most

Rank order of Work Factors: Millennials vs Bosses

Things Important to Millennials in Rank Order

What Millennials Want What their Bosses Believe Millennials Want

Meaningful Work 30% High Pay 48%

High Pay 27% High Level of Responsibility 12%

Sense of Accomplishment 24% Meaningful Work 11%

High Level of Responsibility 3% Sense of Accomplishment 11%

Total Percentage Accounted for 84% 82%

Employee Benefits: - Desired By Millennials

Benefits most valued by employees

Training and Development 22%

Flexible Working Hours 19%

Cash Bonuses 14%

Remaining 12 benefits 1 - 8%

Across Generations Superior Leaders . . .

• Focus on:o Setting Directiono Gaining Alignment o Building Commitment

• Understand, respect and leverage differences by using theiro Intellectual Inquisitiveness

To focus on learning what they don’t know To better leverage their enhanced understanding

o Personal Adaptability To focus on being/doing what others need from them Not to simply repeat what they have done

Healthcare Leaders: - Best Practices

What Separates Superstars From Less Effective Leaders?At all levels . . . THEY ARE MORE . . .

1 - StrategicAnalyze the scope & future impact of decisions/actions

[Set DIRECTION]

2 - Effective Communicators

Express their strategic perspective clearly

Clarify their expectations of others

Keep others informed

[Gain ALIGNMENT]

3 - EnergeticOperate with energy

Express emotionGet others involved and

committed

4 - EmpatheticDemonstrate concern for other

[Build COMMITMENT]

Generation Transition Observations

• No generation has developed a better grasp of reality than another. Each brings the same intelligence and human need to make sense of their experience, to navigate the world they encounter and to prepare the next generation to do likewise

• Generational differences in perceptions and assumptions are difficult to navigate but not impossible for leaders if respectfully managed

• Performance management system will require major overhauls to be of any value to millennials and those who manage them

• Millennials are better prepared than the generations before them to more flexibly adapt to rapidly developing challenges —especially disruptive influences

Suggestion for Boomer Executives – Re. Millennials

• To develop Millennial Leaders:

o Create safety nets that support this emerging generation of leaders (if you can attract them) when they challenge the status quo — without being asked their opinion!

o Take seriously the matters that are of importance to them and what they believe to be critical to the success of the enterprise

o Respectfully and carefully consider the solutions they offer

o Reward those who openly share what they learn from mistakes rather than demand error-free plans or solutions

o Encourage Millennial to seek out and listen carefully to the observations and lessons learned by more experienced colleagues — those who have survived or suffered from mistakes and “lived” to tell the story (regardless of the their current role)

To Improve Leadership Transition Across Generations

• Executives could ask Millennials questions like these:o What makes you think this firm may or may not experience successful

leadership succession? o What needs to happen for us to move forward with leadership transition

planning and execution?o What obstacles will we need to overcome?o What would it take for younger colleagues to give serious consideration to

preparing for a leadership role in the organization?o What would you like us to consider when deciding who should be asked to

join the leadership team?o What could increase your interest in playing a leadership role in the future

of this organizationo What changes in leadership expectations may be needed for the next

generation of leaders to come forward? (e.g., personal, social, community engagement)

Thank You

It has been a pleasure

Gilbert L. Hoffer, Ph.D.President

PsyCor, Inc.

Temple University Leadership Symposium - Keynote Address

Philadelphia, PA - December 2, 2016

215-283-2596 • ghoffer@psycor.net