Talking about the Generations:
Communicating with and Managing
Intergenerational Teams
Rikke S. Ogawa
Jeff Williams
December 11, 2013
Webinar Outline
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About us and our generation
Origin of Generational Theory
Workplace: Three Theses
Case Studies – hear from you
Our Approach: effectively working with
intergenerational teams
• Questions
About Us
• Rikke – Gen X
– 16 years working in academic health sciences libraries
– Management experience with librarians, non-librarian staff, and
students
• First supervisory experience: all supervised employees were approximately 2x
her age
• Currently lead a team of students, librarians and staff spanning several
generations
• Jeff – Gen X
– 15 years working in academic health sciences libraries
– Management experience with librarians, non-librarian staff, and
students
• Most memorable experience – first librarian he supervised was 60 years old
• Currently lead team of eight librarians spanning Millennial to Baby Boomer
Origin of Generational Theory
• 1991 Book: Generations: The History of
America's Future, 1584 to 2069, by William
Strauss and Neil Howe
– Published subsequent books on different generations:
• 1993: 13th Gen: Abort, Retry, Ignore, Fail?, about
Generation X
• 1997: The Fourth Turning: An American Prophecy, examined
generational concept farther back in history
• 2000: Millennials Rising: The Next Great Generation.
Credited with term “Millennials”
http://en.wikipedia.org/wiki/William_Strauss; http://www.lifecourse.com/about/strauss.html
http://en.wikipedia.org/wiki/Neil_Howe; http://www.lifecourse.com/about/leadership-team/howe.html
http://en.wikipedia.org/wiki/Strauss%E2%80%93Howe_generational_theory
Generational Theory
• Recurring generational cycle in American history.
– Starting in 1588: “Puritan” generation (1588-1617)
Through “Homeland” generation (2005- )
• Four major generation archetypes:
–
–
–
–
Prophet
Nomad
Hero
Artist
Strauss, William; Neil Howe. (1991) Generations: The History of America's Future, 1584-2069. New York: Morrow.
http://en.wikipedia.org/wiki/Strauss%E2%80%93Howe_generational_theory
Howe, Neil & William Strauss. The Next 20 Years: How Customer and Workforce Attitudes Will Evolve. Harvard Business Review. (2007) 85 (7-8) 41-52, 191
Archetypes
• Artist: Overprotected children > conformist young adults > processoriented middle-aged adult leaders > thoughtful elders.
– Past generations: John Quincy Adams, Andrew Jackson, Theodore
Roosevelt
– Today: Silent Generation (1925-1942) Sandra Day O’Conner
• Prophet: Indulged children > self-absorbed young adults >
moralistic middle-aged adults> wise elders.
– Past generations: Benjamin Franklin, Abraham Lincoln, Franklin
Roosevelt
– TODAY: Baby Boomers (1943-1960) Bill Clinton
http://en.wikipedia.org/wiki/Strauss%E2%80%93Howe_generational_theory
Howe, Neil & William Strauss. The Next 20 Years: How Customer and Workforce Attitudes Will Evolve. Harvard Business Review. (2007) 85 (7-8) 41-52, 191.
Archetypes
• Nomad: Under-protected children > alienated young adults
> pragmatic middle-aged adults > resilient elders.
– Past generations: George Washington, Ulysses Grant, Harry
Truman
– TODAY: Generation X (1961-1981) Kurt Cobain
• Hero: Protected children > optimistic young adults >
overly-confident middle-aged adults > politically powerful
elders.
– Past generations: Thomas Jefferson, John F. Kennedy, Ronald
Reagan
– TODAY: Millennials (1982-2005) Lady Gaga
Generations in the Workplace
Silent Generation
Baby Boomers
Generation X
Millennials
1925-1942
1943-1960
1961-1981
1982-2005
Respect authority
Individuality
Self-reliant
Image-conscious
Dedicated
Goal oriented
Questioning
Optimistic
Strong work ethic
Service oriented
Respect production
over tenure
Need supervision
and structure
Strong
interpersonal skills
Team oriented
Loyal to individuals,
not organizations
Team oriented
Loyal, and expect
employer loyalty
Don’t like conflict
Career equals
identity
Process oriented to
a fault
Want open
communication
Skeptical
Want job that is
personally fulfilling
Value instant
gratification
AARP - Leading a Multigenerational Workforce - http://assets.aarp.org/www.aarp.org_/cs/misc/leading_a_multigenerational_workforce.pdf
American Hospital Association: Workforce 2015: Strategy Trumps Shortage
Managerial Expectations
Generation
Like managers that…
Hate managers that…
Silent
Take a logical approach
Are fair and consistent
Provide clear job
expectations
Are too touchy-feely
Indecisive
Disorganized
Baby Boomers
Treat them as equals
Show warmth and caring
Tell them they’re making a
difference
Aren’t open to input
Bureaucratic
Don’t show interest
Generation X
Genuine
Informal
Flexible
Micro-manage
Too process focused
Schmooze
Millennials
Support their personal goals Are cynical and sarcastic
Use a coaching and
Treat them as if they’re too young
supportive approach
Are inconsistent
AARP - Leading a Multigenerational Workforce - http://assets.aarp.org/www.aarp.org_/cs/misc/leading_a_multigenerational_workforce.pdf
American Hospital Association: Workforce 2015: Strategy Trumps Shortage
GENERATIONS IN THE WORK PLACE:
THREE MAIN THESES
1: Characteristics are helpful,
but not ultimate truth
Lack of empirical evidence to suggest true
differences in work attitude.
Deal JJ, Altman DG, Rogelberg SG. “Millenials at Work: What We Know and What We Need to Do (If Anything).”
Journal of Business Psychology (2010) 25:191–199
1: Characteristics are helpful,
but not ultimate truth
•
•
•
•
No significant difference in hours worked
Small differences in work centrality
No differences in altruistic values of work
Slightly higher job satisfaction with Millenials
Deal JJ, Altman DG, Rogelberg SG. “Millenials at Work: What We Know and What We Need to Do (If Anything).”
Journal of Business Psychology (2010) 25:191–199
2: Take an individual approach
1) What factors in the employee’s experience might
be causing this behavior?
2) Is this person really so different from older
employees?
Valcour , M. “Hitting The Intergenerational Sweet Spot” HBR Blog Network, May 27, 2013. Available online at:
http://blogs.hbr.org/2013/05/hitting-the-intergenerational/
3: Acknowledge the underlying
commonality across generations
Expectations for Employers
1. To work on challenging projects.
2. Competitive compensation.
3. Opportunities for advancement and growth
4. To be fairly treated.
5. Work-life balance.
White, M. Rethinking Generation Gaps in the Workplace: Focus on Shared Values.
UNC Executive Development, 2011. Available online at: http://www.kenan-flagler.unc.edu/executivedevelopment/about/~/media/C8FC09AEF03743BE91112418FEE286D0.ashx
3: Acknowledge the underlying
commonality across generations
Expectations for Coworkers
1. Respectful communication
2. Value contributions
3. Dedication to work
4. Reasonableness
5. Clear expectations
CASE STUDIES & DISCUSSION
Case Study: Well that was a little bold
now. Wasn’t it?
Newest colleague
chewing the ear off of
Mrs. Big Wig.
Source: www.flickr.com/photos/edenpictures/5022807503
Colleagues response:
“Who does he think
he is?”
What is your response to your
colleagues?
1.
2.
3.
4.
Address the newer colleague
Address the senior colleague
Some combination of 1 & 2
Grab a holiday cookie.
Case Study: Been there. Done that.
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Source: www.flikr.com/photos/tslac/830772665/
New reference service
proposed.
Feedback commences.
Some constructive.
Some not so
constructive.
What do you think they meant? You’re
too young …
1.
2.
3.
4.
In the organization?
In the profession?
In age?
Some combination of 1-3
Case Study: Where is everybody?
• Librarians spending
more time working offsite.
• Concerns about
productivity…
http://www.flickr.com/photos/28738704@N07/4805637038/
If your organization permits working
from home, do you?
1.
2.
3.
4.
Have guidelines or a policy?
Have CLEAR guidelines/policy?
No guidelines or policy
I want to work from home…
OUR APPROACH: EFFECTIVELY WORKING
WITH INTERGENERATIONAL TEAMS
Team Building by Using the Variety of
Strengths
• Building on communication differences
• Practice listening to understand
• Create a culture of mentoring – career path,
life-seasons
• Value both experience and entrepreneurial
spirit
Poor Behavior Among Coworkers,
Doesn’t Excuse Bad Leadership
Fundamentals of Good Leadership:
1) You Make a Difference
2) Credibility is the Foundation
3) Values Drive Commitment
4) Trust
5) Lead by Example
James Kouzes & Barry Posner. The Truth about Leadership: The No-fads, Heart-of-the-Matter Facts you Need to
Know. Jossey-Bass. 2010.
Wrap Up
• Generational Theory – Archetypes,
Expectations
• Workplace: Three Theses
• Case Studies
• Team Building
• Leadership is Key
QUESTIONS?