Leading a Cross-Generational Team Leading a Cross-Generational Team Presented by: Marilyn J. Corrigan Leadership and Communications Consultant Presented by: Marilyn J. Corrigan Leadership and Communications Consultant

After participating in this program, you should be able to: After participating in this program, you should be able to: List some of the unique characteristics of each generation List some of the unique characteristics of each generation Develop ways to communicate more effectively with multiple generations Develop ways to communicate more effectively with multiple generations Identify the training preferences of each generation Identify the training preferences of each generation

We need to learn to work with this diversity on teams as well as with individuals We want to understand how each generation communicates General Challenges in Bridging Across Generations General Challenges in Bridging Across Generations

We need to clarify the values of each generation to be able to understand how to motivate and recognize individuals We need to clarify the values of each generation to be able to understand how to motivate and recognize individuals General Challenges in Bridging Across Generations General Challenges in Bridging Across Generations

General Challenges in Bridging Across Generations General Challenges in Bridging Across Generations Many are living and working longer or seeking part-time work as retirees Learning to manage the differences can increase our ability to optimize the people resources during these times of change

“Matures” / Traditionals / WWII Born before 1945 (age now 60+) Tom Brokaw calls them the “Greatest Generation” Approximately 75 million Born during hardship or war – things were scarce for them Born before 1945 (age now 60+) Tom Brokaw calls them the “Greatest Generation” Approximately 75 million Born during hardship or war – things were scarce for them

Many approaching retirement or are retired - still active Some continue working reduced hours Seek ways to serve others Many approaching retirement or are retired - still active Some continue working reduced hours Seek ways to serve others “Matures” / Traditionals / WWII

Leadership style - command and control Career focus - job security Communication media - original focus was the radio Communication preference in organization - chain of command Leadership style - command and control Career focus - job security Communication media - original focus was the radio Communication preference in organization - chain of command “Matures” / Traditionals / WWII

Societal events that impacted them: The Great Depression, The New Deal, World War II and the Cold War Societal events that impacted them: The Great Depression, The New Deal, World War II and the Cold War “Matures” / Traditionals / WWII

Traits include: loyal, patriotic, fiscally conservative and faithful to institutions, hardworking, high service, "grocery store in basement" Traits include: loyal, patriotic, fiscally conservative and faithful to institutions, hardworking, high service, "grocery store in basement" “Matures” / Traditionals / WWII

Baby Boomers “Boomers” Baby Boomers “Boomers” Born (Age now is 40 - late 50s) Approx. 80 million (30% of the population) Parents referred to as the "Greatest Generation" Many faced competition for jobs Born (Age now is 40 - late 50s) Approx. 80 million (30% of the population) Parents referred to as the "Greatest Generation" Many faced competition for jobs

Baby Boomers “Boomers” Baby Boomers “Boomers” Showed loyalty to employers and played the game to get ahead Pushed for change - political activists Showed loyalty to employers and played the game to get ahead Pushed for change - political activists

Baby Boomers “Boomers” Baby Boomers “Boomers” “Me” generation - able to focus on self Women in this generation had opportunities available to pursue education and careers “Me” generation - able to focus on self Women in this generation had opportunities available to pursue education and careers

Baby Boomers “Boomers” Baby Boomers “Boomers” Leadership style - participatory Career focus: job security - build a stellar career Communication media - television Communication preference in organization - diplomatic approach Leadership style - participatory Career focus: job security - build a stellar career Communication media - television Communication preference in organization - diplomatic approach

Baby Boomers “Boomers” Baby Boomers “Boomers” Societal events that impacted them: Economic Prosperity, Recession, Vietnam, Watergate, Human Rights Movements, Television Societal events that impacted them: Economic Prosperity, Recession, Vietnam, Watergate, Human Rights Movements, Television

Baby Boomers “Boomers” Baby Boomers “Boomers” Traits include: Optimistic, competitive, questioners of authority, idealistic, team players, pushed for change of status quo Traits include: Optimistic, competitive, questioners of authority, idealistic, team players, pushed for change of status quo

Generation Xers Born (age now is late 20s - early 40s) Approximately 46 million (16% of the population) Work isn't the #1 thing in their lives Typically self-reliant and entrepreneurial Born (age now is late 20s - early 40s) Approximately 46 million (16% of the population) Work isn't the #1 thing in their lives Typically self-reliant and entrepreneurial

More likely to leave for more challenging job To motivate, involve in the decision-making process Self reliance (latchkey children) More likely to leave for more challenging job To motivate, involve in the decision-making process Self reliance (latchkey children) Generation Xers

Leadership style: participatory and collaborative Career focus: career security Leadership style: participatory and collaborative Career focus: career security Generation Xers

Communication media - cable/satellite TV, cell phones, personal computer Communication preference - self-command Communication media - cable/satellite TV, cell phones, personal computer Communication preference - self-command

Generation Xers Societal events that impacted them: Personal computers, blended/broken families, AIDS, End of Cold War, violence (safety issue), Challenger disaster, missing children on milk cartons, MTV Societal events that impacted them: Personal computers, blended/broken families, AIDS, End of Cold War, violence (safety issue), Challenger disaster, missing children on milk cartons, MTV

Generation Xers Traits include: skeptical, resourceful, self-reliant, distrustful of institutions, adaptive, "outside the box" thinker, technology savvy Traits include: skeptical, resourceful, self-reliant, distrustful of institutions, adaptive, "outside the box" thinker, technology savvy

Born (toddler to early twenties) Approximately 76 million They are on fast forward with high self-esteem Eager to learn as much as possible Born (toddler to early twenties) Approximately 76 million They are on fast forward with high self-esteem Eager to learn as much as possible MILLENNIALS (Generation Y, Echo Boom) MILLENNIALS (Generation Y, Echo Boom)

Focus on collaboration and participation in decisions Reject confines of rigid job descriptions Concerned about work/life balance Enjoy questioning everything Focus on collaboration and participation in decisions Reject confines of rigid job descriptions Concerned about work/life balance Enjoy questioning everything MILLENNIALS (Generation Y, Echo Boom) MILLENNIALS (Generation Y, Echo Boom)

Career focus: build parallel careers Communication media - reality TV, cell phones, Pagers, Internet Communication preference - collaborate Career focus: build parallel careers Communication media - reality TV, cell phones, Pagers, Internet Communication preference - collaborate MILLENNIALS (Generation Y, Echo Boom) MILLENNIALS (Generation Y, Echo Boom)

Societal events that impacted them: Fall of the Berlin Wall, Expansion of Technology and the Media, Mixed economy, Drugs and Gangs, violence in the workplace Societal events that impacted them: Fall of the Berlin Wall, Expansion of Technology and the Media, Mixed economy, Drugs and Gangs, violence in the workplace MILLENNIALS (Generation Y, Echo Boom) MILLENNIALS (Generation Y, Echo Boom)

Traits include: realistic, globally concerned, cyber literate, pragmatic, media savvy, confident, civic-minded, appreciation of diversity, short attention span, e-learners Traits include: realistic, globally concerned, cyber literate, pragmatic, media savvy, confident, civic-minded, appreciation of diversity, short attention span, e-learners MILLENNIALS (Generation Y, Echo Boom) MILLENNIALS (Generation Y, Echo Boom)

Born on cusp of two generations – positioned right between 2 generations Some identify with one generation and others have characteristics of both Born on cusp of two generations – positioned right between 2 generations Some identify with one generation and others have characteristics of both “CUSPERS”

3 groups: 1. Traditionalists/Baby Boomers (born ) Value the work ethic of the Traditionalists and also get excited about challenging the status quo 3 groups: 1. Traditionalists/Baby Boomers (born ) Value the work ethic of the Traditionalists and also get excited about challenging the status quo “CUSPERS”

2. Baby Boomers/Generation Xers (born ) Saw success of the Boomers, but experienced the recession Computers in school came after their graduation 2. Baby Boomers/Generation Xers (born ) Saw success of the Boomers, but experienced the recession Computers in school came after their graduation “CUSPERS”

3 groups: 3.Generation Xers/Millennials (born ) May combine the skepticism and optimism, technology comfort helped with the information highway 3 groups: 3.Generation Xers/Millennials (born ) May combine the skepticism and optimism, technology comfort helped with the information highway “CUSPERS”

Created by life experiences Created by life experiences “CUSPERS”

Unique perspective and flexibility - may help bridge two generations Some become naturals at mediating, translating and mentoring May experience tensions that others don't have i.e. loyalty vs. adaptability May spot trends first Unique perspective and flexibility - may help bridge two generations Some become naturals at mediating, translating and mentoring May experience tensions that others don't have i.e. loyalty vs. adaptability May spot trends first “CUSPERS”

Exercise Generation Situations

Communicating with Traditionalists Communication Tips Generational Differences Communication Tips Generational Differences Action Create flexible work Bring in as contract workers Offer top-notch retraining Connect to community Make accommodations Action Create flexible work Bring in as contract workers Offer top-notch retraining Connect to community Make accommodations Reason Talent is scarce Want recognition as sages Lifelong learning mantra Want to help Limitations of aging Reason Talent is scarce Want recognition as sages Lifelong learning mantra Want to help Limitations of aging

Communicating with Boomers Communication Tips Generational Differences Communication Tips Generational Differences Action Provide new experiences Develop sabbaticals Provide skill reassessment Create group situations Action Provide new experiences Develop sabbaticals Provide skill reassessment Create group situations Reason Close to burn out Crave rejuvenation Ready for career shift Enjoy group process Reason Close to burn out Crave rejuvenation Ready for career shift Enjoy group process

Communicating with GenXers Communication Tips Generational Differences Communication Tips Generational Differences Action Set expectations Involve them Tell them what’s right Direct style Link to lateral opportunities Action Set expectations Involve them Tell them what’s right Direct style Link to lateral opportunities Reason Connect to big picture Want to try their approach Crave feedback Dislike sugar coating Like to multi-task Reason Connect to big picture Want to try their approach Crave feedback Dislike sugar coating Like to multi-task

Communicating with Millennials Communication Tips Generational Differences Communication Tips Generational Differences Action Use teamwork Focus on career paths Use technology Action Use teamwork Focus on career paths Use technology Reason High group socialization High interest Comfortable with it Reason High group socialization High interest Comfortable with it

The generations request feedback in very different ways: FEEDBACK PATTERNS Traditionalist – “No news is good news.” Traditionalist – “No news is good news.”

The generations request feedback in very different ways: FEEDBACK PATTERNS Baby Boomers – “Once a Year.” Baby Boomers – “Once a Year.”

The generations request feedback in very different ways: FEEDBACK PATTERNS Generation Xers – “So, how am I doing?” Generation Xers – “So, how am I doing?”

The generations request feedback in very different ways: FEEDBACK PATTERNS Millennial -- “With the push of a button.” Millennial -- “With the push of a button.”

In Generation X by Bruce Tulgan, he describes the FAST acronym In Generation X by Bruce Tulgan, he describes the FAST acronym FEEDBACK PATTERNS Frequent – provide feedback every time Xers complete a tangible result Accurate – double check yourself before you praise or critique Xers’ work Specific -- focus your evaluation on details and provide guidelines for improvement Timely -- Give feedback immediately while your comments still seem relevant Frequent – provide feedback every time Xers complete a tangible result Accurate – double check yourself before you praise or critique Xers’ work Specific -- focus your evaluation on details and provide guidelines for improvement Timely -- Give feedback immediately while your comments still seem relevant

Traditionalists - carries a stigma Baby Boomers - puts you behind Gen Xers - is necessary Milennials - part of my daily routine Traditionalists - carries a stigma Baby Boomers - puts you behind Gen Xers - is necessary Milennials - part of my daily routine Why Employees May Leave (Job Changing Attitudes): Why Employees May Leave (Job Changing Attitudes):

Retention is finding the right mix of financial, personal and cultural factors that produce a sense of fit, loyalty and opportunity.

Retention strategies for the generations: Retention strategies for the generations: Traditionalists - develop loyalty to clients / customer, amount of time off

Baby Boomers - want to make a difference, idealism quality, open to having a mentor Baby Boomers - want to make a difference, idealism quality, open to having a mentor Retention strategies for the generations: Retention strategies for the generations:

Gen Xers - desire autonomy, developing skills, experiences, good schedule, time off Gen Xers - desire autonomy, developing skills, experiences, good schedule, time off Retention strategies for the generations: Retention strategies for the generations:

Millennials - want clear direction and ability to take part, stimulating learning opportunities Millennials - want clear direction and ability to take part, stimulating learning opportunities Retention strategies for the generations: Retention strategies for the generations:

Matures - Traditional Leadership Preference (Giving Direction) Gives clear instructions and expects acceptance of them Expects chain of command to be respected Leadership Preference (Giving Direction) Gives clear instructions and expects acceptance of them Expects chain of command to be respected

Followership Preference (Receiving Direction) Matures - Traditional Respect for authority Accepts assignments with limited questioning Respect for authority Accepts assignments with limited questioning

Communication Sources Radio, newspapers, newsreels in theaters Communication Sources Radio, newspapers, newsreels in theaters Matures - Traditional

Baby Boomers Leadership Preference (Giving Direction) Participatory Team Approach Leadership Preference (Giving Direction) Participatory Team Approach

Followership Preference (Receiving Direction) Inclusion with others Seeks approval from others Followership Preference (Receiving Direction) Inclusion with others Seeks approval from others Baby Boomers

Communication Sources Television, newspapers, radio Communication Sources Television, newspapers, radio Baby Boomers

Xers Leadership Preference (Giving Direction) Results oriented Avoids micro-managing Direct communication style Leadership Preference (Giving Direction) Results oriented Avoids micro-managing Direct communication style

Xers Followership Preference (Receiving Direction) Individual participation (autonomy) Prefer involvement in decision-making Want frequent feedback Work well with latest technology Individual participation (autonomy) Prefer involvement in decision-making Want frequent feedback Work well with latest technology

Xers Communication Sources Cable/satellite television, cell phones, computer Communication Sources Cable/satellite television, cell phones, computer

MILLENNIALS Leadership Preference (Giving Direction) High expectations of self and others Want to be respected for knowledge Collaborative style Leadership Preference (Giving Direction) High expectations of self and others Want to be respected for knowledge Collaborative style

Followership Preference (Receiving Direction) Work with technology Multitask Want structure and clear direction Followership Preference (Receiving Direction) Work with technology Multitask Want structure and clear direction MILLENNIALS

Communication Sources Reality television, cell phones, pagers, internet Communication Sources Reality television, cell phones, pagers, internet MILLENNIALS

1. Be aware of differences Understand the generational patterns, values and traits Review the generational patterns when needed See the benefits of diverse perspectives and styles 1. Be aware of differences Understand the generational patterns, values and traits Review the generational patterns when needed See the benefits of diverse perspectives and styles Leadership Application

2. Appreciate the Strengths Value the diversity Actively seek out different approaches Demonstrate openness to different opinions/challenging questions Focus on the positive attributes your employees possess 2. Appreciate the Strengths Value the diversity Actively seek out different approaches Demonstrate openness to different opinions/challenging questions Focus on the positive attributes your employees possess

Leadership Application 3. Manage the differences effectively Acknowledge and accommodate the differences Integrate the perspectives and styles into the work processes Coach others to work effectively with the differences and manage the conflicts Celebrate the results of the team working together 3. Manage the differences effectively Acknowledge and accommodate the differences Integrate the perspectives and styles into the work processes Coach others to work effectively with the differences and manage the conflicts Celebrate the results of the team working together

Training Preferences Lessons Learned

Bibliography

Marilyn J. Corrigan Leadership and Communications Consultant (952) Marilyn J. Corrigan Leadership and Communications Consultant (952) Thank You for Attending!