In today’s work world, you’ll typically lead a very diverse team of resources. As with any team, understanding the things that drive those resources will greatly help you in ensuring you are getting the most out of your resources and ultimately your team. One of the characteristics of diversity is their generation. Having a broad understanding of what generation a resource grew up in (and the parenting style of that day,) what that generation values, their general beliefs, and what motivates them, will ensure you’re approaching leadership of those resources in the best way to ensure maximum success. The following items are what I’ve observed in leading these age diverse resources:
- The Silent Generation (aka The Traditionalists) – These resources were born between 1925 and 1945 and currently make up about 2% of the workforce. If you are lucky enough to have any of these resources, they should be treasured. They work hard, very hard even. It’s all they know. They are extremely loyal. They don’t jump jobs. They bring decades of experience to the work environment. If you think about when they grew up, their work ethic makes sense. They lived through the Great Depression, WWII, and everything else everyone on this list lived through. They were kids in a time when kids were to be seen and not heard (hence the Silent Generation nickname.) They are frugal due to upbringing and did jobs they may not have felt were ideal simply because they had to do them to survive. They don’t complain. They feel like promotions should be earned by working long and hard. They are not quick to adapt to technology, at all. This alone tends to frustrate some of the other generations’ resources; but if led correctly can be a huge asset. In my experience these resources are best utilized in a consultant or partner type role.
- Baby Boomers (aka Boomers) – These resources were born between 1946 and 1964 and make up about 25% of the workforce. They are called Baby Boomers due to a post-WWII “boom” in babies being made These resources have a great work ethic. They tend to define themselves by what they have done on their jobs. They work long days and are driven by higher positions, accolades, and the perks that inevitably come from their efforts. They want stability and work to ensure it. They usually stay with an employer for 5+ years so also (as with the Silent Generation) aren’t as like to jump jobs. They want meaningful jobs and are capable of leading organizations. In my experience these resources make great Managers, Project Managers, and indirect leadership positions (think Mentor.)
- Generation-X (aka Gen X) – These resources were born between 1965 and 1980 and make up about 33% of the work force. Gen X is where I fall; though not sure I identify here as much as in other generations. Often these were “latchkey kids” and as a result are independent. Utilize and foster that by allowing them to be more independent (not micro-managed) and let them attempt to solve problems on their own or come to you with their suggestions to resolving challenges. Don’t waste their time. They put a lot of emphasis on efficiency. They adopt technology quickly (not like Millennials obviously but certainly faster than the previous generations do. They do well in team settings and are great co-workers, employers, and leaders. They are open to feedback. Give it to them. It doesn’t seem to take away from the belief in their abilities and they welcome it to ensure they are providing what the team needs. I’ve found these resources can fill any type of role with the correct leadership. They can easily fill and succeed in individual contributor roles and in leadership roles. Just give them the mission and the space to perform and the feedback to course correct when need be.
- Generation-Y (aka Millennials) – These resources were born between 1981 and 1994 and make up about 35% of the workforce. They are the largest group of workers at this point (as of 2016) and this will continue to increase until the Generation Z and Alpha’s start skewing the numbers. They seem to baffle managers everywhere as they aren’t like other resources. Some of this struggle is due to the fact that these resources grew up in a different era with failed parenting techniques (everyone gets a trophy times.) They adopt technology faster than any other generation to date. Their solutions will be centered around it. They tend to reach out to peers and for advise electronically. Benefits beyond pay will attract them (Training, Flex-Time, Remote, etc) initially. Training is important as it plays a role in their advancement. These resources are definitely concerned about growing in their field or profession but aren’t necessarily loyal to their employer and will jump jobs to do so. When managing these resources, ensure your vision is crystal clear, ensure their part in your vision is crystal clear, and ensure their professional growth plan is well defined and understood by them. They want to make a difference but don’t understand how to do that. Make it clear to them how what they are doing impacts the company and ultimately the clients or society as a whole. The main problem with Millennials is not them. It’s the leaders responsible for them. Give them purpose and help them grow. They prefer collaborative workspace. They are optimistic (cause their parents worked during a boom in the economy.) They are huge on sharing their thoughts on social media. They are awesome at individual contributer roles if managed correctly and are great team players. Not many are in leadership roles yet but when more start doing so, they will lead differently than previous generations did. Study and harness them now. They’ll quickly become your biggest asset and performance vehicle.
- Generation-Z (aka Zoomers) – These resources were born between 1995 and 2000 and currently only account for 5% of the workforce. While one would think this newer generation was a lot like Millennials, they really aren’t beyond the adoption rate of technology. They would rather work alone. They have been (and are) connected 24/7. They are much more realistic (as their parents worked during a recession in the economy.) They are more reserved and careful about what they share on social media. They are a little more loyal to employers if given the chance to experience new things (projects, roles, etc.) When managing Zoomers, give them feedback as often as possible. They need F2F (face to face) human interaction (probably preferable via a video call though). Have daily meetings with them and ensure they are getting the attention and feedback they need. They can fill any individual contributer role but will often want to experience different roles. Rotate them in and out of project teams as often as feasible to allow them this breadth of growth they want. Scrap long documents and present training, onboarding documents, etc in much more visual, digestible chunks. Think Tilton, Snapchat, and YouTube as that’s the way this generation is used to and most comfortable receiving and digesting content. This generation if managed correctly make incredibly hard working individual contributors. If compensated correctly (with a good combination of competitive salary and individualized benefits) they will work harder and longer that previous generations. Help them manage their stress levels (as they aren’t accustomed to doing so) and promote them based on creativity and contribution vs tenure and you will succeed with these resources.
- Generation Alpha (The Glass Generation) – These resources were born between 2000 and 2015 and currently only represent less than 1% of the workforce. Clearly the babies but this group will obviously continue to grow.
Approach each resource according to what they need to be most effective, always. Regardless of what generation a resource is from, determine what drives them, how they best receive both positive and negative feedback, and marry that with your teams goals and you will be successful.
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