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Generation Matters! Collaborating Effectively Across Generations GSA 2010 Conflict Management & Collaboration Summit Mary Abbajay & Karen Bedell.

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Presentation on theme: "Generation Matters! Collaborating Effectively Across Generations GSA 2010 Conflict Management & Collaboration Summit Mary Abbajay & Karen Bedell."— Presentation transcript:

1 Generation Matters! Collaborating Effectively Across Generations GSA 2010 Conflict Management & Collaboration Summit Mary Abbajay & Karen Bedell

2 ©2010 Careerstone Group, LLC About Careerstone Group Small, Woman-Owned Business/Available on the GSA MOBIS Schedule & through GSA U4P (BPA) Organization Development Consultants & Facilitators Professional Development & Training Focus/Expertise: Leveraging Generational Diversity

3 About Us Mary Abbajay  Gen X; Entrepreneur (started and owned three successful businesses); George Mason adjunct faculty, Radio show host; Local T.V. work-life commentator Karen Bedell  Baby Boomer; Corporate career now entrepreneur; Mother of two Gen Ys; Runner; Cyclist; YMCA Spin Instructor ©2010 Careerstone Group, LLC

4 21 st Century Agencies Must ADAPT! Anticipate/Accept Change Develop a Network Advance Diversity Play Well with Others Take Responsibility ©2010 Careerstone Group, LLC

5 Generational Intelligence in the Workplace Objectives: Identify the four generations in the workplace today Appreciate the differences in generational perspectives Understand how generational perspectives impact the way we prefer to work Discuss Generational “clash points” and how to mitigate them Have fun!

6 ©2010 Careerstone Group, LLC Generation Matters “Children today are tyrants. They contradict their parents, gobble their food, and tyrannize their teachers...” Socrates 469-399 BC

7 ©2010 Careerstone Group, LLC What's New In This Generation Gap? First time four generations are working side by side in the American workplace The American workplace has changed Increased global competition The Millennials will hit the workplace in huge numbers Rapid rise of and shifts in technology

8 ©2010 Careerstone Group, LLC Federal Workforce Challenges  60% of the Federal workforce will be eligible to retire in the next decade--an estimated 40% will actually retire  64% of SES eligible to retire by 2012 (Average age of actual retirement is 58)  Tenure for Federal employees is decreasing  By 2010, number of overall American prime age workers (aged 35 to 45) will decrease by 10%

9 ©2010 Careerstone Group, LLC Why is this important NOW at GSA? Meeting the challenges and goals of of the 21 st Century (and the new Administration) will require everybody’s participation and collaboration Understanding generational differences is necessary to understand GSA internal and external stakeholders The ability to communicate and build relationship across generations will give GSA the “edge”

10 ©2010 Careerstone Group, LLC Who are the Four Generations? Veterans, Matures or Traditionalists Born: 1922-45 50 to 52 Million 5% - 6% of workforce Baby Boomers Born: 1946-60 76 Million 43% to 46% of workforce Generation X Born: 1961-80 46 to 52 Million 30% to 40% of workforce Millennials, Nexters or Gen Y Born: 1981-2000 75+ Million 15% to 20% of workforce Neil Howe & William Strauss, “Generations”

11 ©2010 Careerstone Group, LLC Let’s See What This Looks Like!

12 Clash Points & Projections ©2010 Careerstone Group, LLC Projections and “stories” we often hear about older generations:  Stuck in their ways, resistant to change, technophobes, reluctant to give up power, retired in place, clogging the system, etc. Projections and “stories” we often hear about about younger generations:  Impatient, disrespectful, entitled, spoiled, technically advanced, book smart—not street smart, poor work ethic, no loyalty. etc.

13 ©2010 Careerstone Group, LLC Generational Commonalities We may be from different generations, but we have common needs and frustrations with our workplace. We often articulate these needs and frustrations differently. Awareness & appreciation of different perspectives is key to building on commonalities!

14 ©2010 Careerstone Group, LLC “All generalizations are dangerous, even this one.” Alexander Dumas 1824-1895

15 ©2010 Careerstone Group, LLC What Influences a Generation? Core values are programmed into us during the first 15 years of life through four major influences: Parents/Family Structure  Economic Status, Ethnicity, Religion, etc. Events Technology Shifts Cultural Norms

16 Traditionalists Born 1922-1945 52 Million 5% of Workforce Rapidly disappearing from full time work Loyal to employer Their work world beliefs and models still have strong influence ©2010 Careerstone Group, LLC

17 Parents/Family Structure Immigrants Extended families Depression era–economically deprived Traditional roles

18 ©2010 Careerstone Group, LLC Traditionalist Seminal Events 1920’s…Segregation 1927Lindbergh completes first transatlantic flight 1929Stock market crashes 1930Depression deepens 1931Star spangled banner--national anthem 1932Lindbergh baby kidnapped; FDR elected 1933Dustbowl 1934New Deal 1936Jesse Owens wins gold medal at Olympics 1937Hindenburg Tragedy; Hitler invades Austria 1941Pearl Harbor--US enters WW2 1944D-Day in Normandy; Congress passes GI Bill 1945FDR dies; Victory in Europe and Japan 1946Dr. Spock publishes Common Sense Book of Baby and Child Care 1950Korean War

19 ©2010 Careerstone Group, LLC Technology Shifts Assembly Line Radio - Early Television Cars Household Appliances

20 ©2010 Careerstone Group, LLC Cultural Norms Radio, Newspapers Work first, play later Patriotism Post-WW2 Boom and Shifts Segregated communities Separated communities

21 ©2010 Careerstone Group, LLC Traditionalists’ Values Dedication Sacrifice Hard work Conformity Law & Order Honor Patience Respect for authority– know your place Duty before pleasure Adherence to rules Traditionalists’ Key Word: Loyalty

22 ©2010 Careerstone Group, LLC Traditionalists at Work Military model: rank & status, structure & authority Manufacturing Model: Division of labor & Assembly Line Clear boundaries in work space Believe promotions, raises, and recognition come from job tenure Work ethic: timeliness, productivity, and not drawing attention Loyal to their employer and expect the same in return Many large organizations created with Traditionalist values! These work world beliefs and models still have strong influence in the Federal Sector.

23 Workplace Strategies: Traditionalists Honor the chain of command Value their experience Appreciate their dedication Honor their experience Face to Face Communication Respect Adopt a mentoring mindset with technology “Your experience is respected here” It’s important for us to hear what has and hasn’t worked in the past” Your perseverance is valued and will be rewarded” “Will you mentor me” ©2010 Careerstone Group, LLC

24 Baby Boomers Born 1946-1960 76 million 40 to 45% of workforce Mid to late career: entering traditional retirement age Large and in charge Career oriented–willing to work long hours Long period of economic prosperity Social change agents “Me Generation” Youth oriented ©2010 Careerstone Group, LLC

25 Baby Boomers Born 1946-1960 76 million 40 to 45% of workforce Mid to late career: entering traditional retirement age Large and in charge Career oriented–willing to work long hours Long period of economic prosperity Social change agents “Me Generation” Youth oriented ©2010 Careerstone Group, LLC

26 Baby Boomers Born 1946-1960 76 million 40 to 45% of workforce Mid to late career: entering traditional retirement age Large and in charge Career oriented–willing to work long hours Long period of economic prosperity Social change agents “Me Generation” Youth oriented ©2010 Careerstone Group, LLC

27 Parents/Family Structure Traditionalist Parents Traditional roles--Mother at home, Father knows best

28 ©2010 Careerstone Group, LLC Boomer Seminal Events 1954McCarthy hearings begin 1955Salk vaccine tested; Rosa Parks 1957First nuclear power plant 1957 Civil Rights Act 1960Birth control pill; Kennedy elected 1962Cuban missile crisis; John Glenn circles the earth 1963Martin Luther King leads march on DC; JFK assassinated 1964 Civil Rights Act 1965Ground troops sent to Vietnam/Voting Rights Act 1966NOW founded; Cultural revolution in China 1967American Indian movement founded 1968MLK and RFK assassinated 1969First Lunar Landing; Woodstock 1970Kent State University Shootings

29 ©2010 Careerstone Group, LLC Technology Shifts Color T.V Medical Technology Advances Air Travel

30 ©2010 Careerstone Group, LLC Cultural Norms: The Boomer World Free Love–Hippies Rock and Roll Vietnam Protests T.V. Families–still traditional Suburbs Growing affluence Questioning authority– invented “the generation gap” Questioning social norms Changing institutions More access to information (TV)

31 ©2010 Careerstone Group, LLC Boomers’ Values Team orientation Question authority Personal gratification Involvement Health and wellness Personal growth Youth Work Boomers’ Key Word: Optimistic

32 ©2010 Careerstone Group, LLC Boomers’ Work World Moving from manufacturing to services More educated workforce Equal Rights Laws (gender and race related) Teams and Matrixed Organizations

33 ©2010 Careerstone Group, LLC Baby Boomers at Work Believe in, champion, and evaluate themselves and others based on their work ethic. Work ethic for Boomers is measured in hours worked. Measuring productivity in those hours is less important. Believe teamwork is critical to success. Believe relationship building is very important. Expect loyalty from those they work with.

34 ©2010 Careerstone Group, LLC Workplace Strategies: Boomers Show respect Choose face-to-face conversations Give them your full attention Play the game Learn the corporate history Demonstrate loyalty “You are important to our success” “We recognize your unique and important contribution to the team/organization” “What is your vision?” “You are valued” “You’re a Senior EVP!”

35 Boomer Resentment! ©2010 Careerstone Group, LLC

36 Generation X Born 1961-1981 51 Million 30% to 40% of Workforce Moving into leadership positions Entering mid-career Sandwiched between 2 huge generations Raising families Educated, entrepreneurial workforce Barack Obama! ©2010 Careerstone Group, LLC

37 Parents/Family Structure Some Traditionalists Some Early Boomers Rising Divorce Rates Working Parents Non-indulgence

38 ©2010 Careerstone Group, LLC Gen X Seminal Events 1970Women's Lib protests 1972PLO terrorists at Munich Olympics 1973Watergate; Energy crisis begins 1975Fall of Saigon 1976Tandy and Apple market PC’s 1978Jonestown Suicide 1979Three mile island; massive layoffs begin in US corps 1980John Lennon shot; Ronald Reagan inaugurated; Aids hits 1986Challenger disaster 1987Stock market plummets 1988Terrorist bomb--flight 103 1989Valdez oil tanker spill; Berlin Wall falls 1991Operation Desert Storm 1992Rodney King Beating

39 ©2010 Careerstone Group, LLC Technology Shifts Cable--MTV Personal Computers More airline travel

40 ©2010 Careerstone Group, LLC Cultural Norms: Gen X World High Divorce Rate/Lower birth rate Latch-key kids Even more TV (cable); More information Economic uncertainty American uncertainty Loss of faith in institutions:  Marriage  Corporations  Government Beginning of “global marketplace” “Yuppies”

41 ©2010 Careerstone Group, LLC Gen X Core Values Diversity Global Thinking Balance Techno-literacy Initiative Fun Informality Self- reliance/Independenc e Pragmatism Gen X Key Word: Skeptical

42 ©2010 Careerstone Group, LLC Gen X Work World More flexible arrangements More technology Layoffs: tech boom and crash Rise in small businesses Less hierarchy

43 ©2010 Careerstone Group, LLC Gen X at Work Eschew the hard-core, super-motivated, do or die Boomer work ethic. Want open communication regardless of position, title, or tenure. Respect production over tenure. Results over role. Value control of their time—get a life! Telecommuting, giddy-up! Look for a person to whom they can invest loyalty, not a company.

44 ©2010 Careerstone Group, LLC Workplace Strategies: Gen X Get to the point Use e-mail Give them space Get over notion of “paying dues” Lighten up Open and direct communication “Do it your way” “You can work independently” “We’ve got the latest IT” “Pay for Performance, not tenure” “There aren’t a lot of rules here”

45 ©2010 Careerstone Group, LLC Xers and Boomers: 10 Delineators Xers think the “job”, Boomers think “career” Xers are blunt, Boomers diplomatic Xers unfazed by authority, Boomers are impressed Xers feel indifferent about approval, Boomers seek it Xers mistrust business practices, Boomers defend them Xers are self reliant, Boomers team oriented Xers task and result oriented, Boomers relationship and process oriented Xers assimilate technology, Boomers accommodate it Xers want to be viewed on merit, Boomers was experience to count Xers want to survive, Boomers want to change the world

46 Generation Y Born 1982 to 2000 75+ million 15%-20% of workforce (and growing!) Will soon outnumber Gen X Launching careers Educated Competitive Looking to contribute now! ©2010 Careerstone Group, LLC

47 Parents/Family Structure Boomers Some divorce More wealth Child-focus Seat at the table Parent as friend

48 ©2010 Careerstone Group, LLC Gen Y Seminal Events Oklahoma City Bombing Clinton/Lewinsky Columbine 2000 Election--hanging chads 9/11 Tsunami in Asia; Hurricane Katrina Darfur Iraq War on Terror (terror alerts) Virginia Tech Shooting Global Warming Rise of China & India Barack Obama, President of the United States Financial Institution Failures International Government Bail Outs

49 ©2010 Careerstone Group, LLC Technology Shifts Internet/Web 2.0 Cell phone technology E-Social Networks Genome project Nano technology

50 ©2010 Careerstone Group, LLC Cultural Norms: Gen Y World Child Focus:  Baby on Board  My Child is on the ----- Honor Roll Helicopter parents Democratic family systems Stranger fear Technology speeds up Wikki World Reality TV Busy, over-planned lives Increased competition for college--stress Long period of economic growth and affluence Economic disparities growing Green Movement

51 ©2010 Careerstone Group, LLC Gen Y Values Confidence Civic Duty Achievement Sociability Morality Diversity Consumerism Participation Gen Y Key Word: Realistic

52 ©2010 Careerstone Group, LLC Gen Y Work World Traditionalist, Boomers and Xers still in charge Little or no manufacturing segment Gen Y have negative reputation Multiple careers Puzzle careers Social Entrepreneurship

53 ©2010 Careerstone Group, LLC Gen Y at Work Flexible, fun, interactive, & collaborative workplaces Relaxed definitions/standards of job duties, roles, schedules and dress code Colleagues as friends/friends as colleagues Work with other young people Diversity Mentor/coaching relationship with supervisors Open lines of communication with supervisors Positive feedback–criticism should be "constructive" Wants to add value--NOW!

54 ©2010 Careerstone Group, LLC Gen X and Gen Y: Differences Xers want to survive, Y’s want to have fun at work Xers are loyal to people, Y’s like to be hired with their friends Xers do not like hands-on management, Y’s demand and expect it Xers are unfazed by authority, Y’s don’t even see it Xers feel indifferent about approval, Y’s expect it Xers assimilate technology, Y’s are “natives” Xers had to “wait their turn”, Y’s had a seat at the table

55 ©2010 Careerstone Group, LLC Workplace Strategies: Gen Y Onboard Encourage cohort Manage the post-honeymoon slump Provide rotation opportunities Demand your supervisors supervise and give them the resources they need Challenge them Ask them their opinion Find them a mentor Provide timely feedback Provide leadership development training Really leverage your new talent Manage parent involvement

56 ©2010 Careerstone Group, LLC You Can’t Ignore It Federal Leaders Must Engage: Boomers: Optimistic and Late-career Gen X: Skeptical and Mid-career Gen Y: Realistic and Early-career When and How THEY Want To Be Engaged TIP: Conduct a “Stay Interview”

57 ©2010 Careerstone Group, LLC

58 Closing Thoughts Today’s organizations must learn to manage, develop and lead a 21st Century workforce Align organizational needs/wants with workforce needs/wants Talent development must be flexible: One size does not fit all! We have more in common than we think Mentoring can play an important role in leveraging Generational Diversity

59 Thank You!


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