Four generations working together today are creating change beyond anything the workplace has ever seen. More people working later into their lives, in a more complex technological society, has given rise to a new set of issues. We’re facing a time where people beyond 70 work side-by-side—not boss-to-beginner—with 20-somethings. How can stereotypical thinking be overcome from one generational member to the other? Let’s first identify each group to better understand their perspectives.
The traditionalists: 63 to 85. This is the group born from the 1920s into the 1940s, who felt the impact of both World Wars. Media was radio and newspapers, plane and automobile travel was developing nicely and technology meant the adding machine, typewriters, carbon paper and the Dewey decimal system.
People brought up during these times are patriotic and loyal to authority. There was little diversity in the male-dominated workplace, especially in management. Work was primarily an activity that one did to support the family, and men derived their sense of identity from being “good providers.” Women stayed home to raise the children. The gold watch on retirement day and the pension was the prize at the end of one’s working life. The rules of engagement and authority were clear, and if people were dissatisfied, they didn’t communicate it.
The baby boomers: 44 to 62. Out of the jaws of World War II came a huge, new generation that changed every part of society. The boomers became the first in their families to attend college in record numbers. The numbers spawned industries and technologies just to keep up with their growing needs. All structures were being challenged and rebuilt to accommodate progressive thinking. Boomers believed they were invincible. Power to the people! Women and minorities challenged the working world; a flatter, more democratic organizational structure was born; and authority was passed from the individual to the team.
Generation X: 28 to 43. These people were as affected by the boomer years as were their parents. As people joined the working world in record numbers, this generation of children was left to raise itself, in many instances. Mom was out of the kitchen and into the office, and the term “latchkey kid” was born. This generation is very independent. They were raised on television and technology and have never looked to the past as a guide. Their idols come from media and not history, and they have little use for authority. They were raised to value money and respect others for results, not position. “What’s in it for me?” has been their battle cry. This generation is keenly aware of the power of money.
Generation Y millennials: 8 to 27. Though only in the workforce for a few years, they’re making a huge impact. They’re the future of business. They’re the cell phone, iPod, Utube, Internet, texting-crazy generation that’s used to communicating and moving at the speed of light. They’re intelligent and self-possessed, but have little appreciation for reflection or the value of formality. Media has raised them, and their concept of “past” isn’t hundreds of years, but 20 to 30 years—maybe even less. They’re loyal to their colleagues and friends. They’re bright, used to rapid change and ready to hop jobs for better opportunities. They’re more casual than other generations, speak quickly and have little patience with those who don’t understand technology. They spend little time understanding the past.
Keeping a good workflow
Here are a few tips when generational communication styles stop good workflow.
Boomers and traditionalists want to talk in person and by phone. Generations X and Y want to communicate mostly through email. This is a typical situation having to do with communication comfort levels. The older generations can feel awkward, rushed and cut off from their other senses when communication isn’t face-to-face or voice-to-voice. The younger generations are used to words on a computer or cell phone.
When this creates frustration, the best thing to do is break down the process and discover its timeline. Then discuss which parts require face-to-face meetings or phone time and which parts are best suited to email. Get agreement from all parties and write down the mode of communication as well as the tasks as they’re assigned. This will help depersonalize the preferences and teach everyone to use all communication methods comfortably.
Boomers and traditionalists didn’t grow up with the computer and can sometimes be slower when working with software. Generation X and Y can be impatient and disrespectful when this happens. Don’t ask the younger workers to be responsible for getting older workers up to speed. Instead, provide plenty of training for the older workers. Coach the younger people to be patient with coworkers and help when they can. Help the older workers to be patient with themselves, and don’t give them complicated computer tasks that will frustrate them further. Play to the strengths of each group. If your boomers want to present in person or chair a meeting, while your Xers want to create the presentation or talk about the more technical aspects of it, let them go for it. This will make everyone happy.
Boomers and traditionalists sometimes want to wax poetic on subjects, thus dragging out a discussion, while generation X and Y want to get it in bits and bites. This can lead to a lot of frustration and doesn’t help build teamwork. Create time limits for discussion that suit the situation and each member of the team. Shorten the presentation time and ask for the information to be sent in advance by email or in a PowerPoint format.
A workplace that works for everyone
Many workers are struggling to fit together with different backgrounds, values, technological competence and comfort levels with authority. The issues caused by these generational members working together will rewrite the future of work, but the key is always going to be communication, awareness and creativity.
Today’s managers must be able to pay attention to the challenges of multiple generations rubbing up against each other. Beliefs, practices and habits that hurt the coexistence of these four generations must be filtered out. There must be space to negotiate an environment that’s created from the values and best practices of each generation.
