Are Generational Differences Important To Study And Discuss?

Generational differences are real – just like cultural differences are real. In this article we’ll discuss generational differences in the workplace and why discussions about generational differences and generational diversity are important for team success.

What are generational differences? When looking to define generational differences we typically mean differences in experiences, values, beliefs and needs. The answer to the question, “are generational differences important?” depends on how we use the information. If we use it to determine how I will act as an individual or what kind of reward will inspire me, then making assumptions based on what year I was born will likely not do either of us much good. But if we use the information to estimate how a group of consumers in one generation and from one geographic area will respond, we will likely get close to making a good (but not perfect) decision.

This begs the question, “How does labelling employees by generation help or harm employee, team success?”

Overview

Today’s workspaces currently have employees from four generations all holding junior through to senior positions. And of course, each generation brings very different and valuable perspectives, experiences and insights. In addition, on one side of the age spectrum is a large group of young employees who likely are highly educated and are used to a fast-changing world. On the other side of the age spectrum is a large group of older employees with unparalleled experience, institutional knowledge and typically less formal education.

To be clear, I’m not saying Gen Z and Millennial employees don’t have experience, they do; and I’m not saying Gen X and Boomer employees don’t have education because they do. What I’m saying is there are people from four very different generations who all have something unique and very worthwhile to say (and if we know what is good for us and our companies) to be listened to.

Globalization also means we have valued employees (and customers) from many different countries with values, needs and traditions that further add to the complexity and amazing insight of our workspaces. And while I could talk more about cultural differences, for the purpose of this article I’m going to stay with discussions about the importance of generational differences and generational diversity (for the most part).

The diversity and inclusive energy in todays high-functioning workspaces is quite amazing. One of the great trends of the last 10ish years that is adding to this positive energy is that many in the business world are finally seriously focusing on important topics like team development, trust and accountability. Along with the strong focus on diversity and inclusion there is also a heightened refocus on important issues like creativity, equality and accessibility. When we talk about diversity and inclusion in the workplace, we often think of things like race, culture, gender and sexuality. But age is another important aspect within the diversity and inclusion discussion.

For reference, the following are general categories in Canada and the USA. Please note, generational birth ranges do vary from country to country and east to west:

• Baby Boomers (born 1946 to 1964)

• Generation X (born 1965 to 1980)

• Millennials / Generation Y (born 1980 to 1995)

• Generation Z (born 1996 to 2010)

Generational Differences Training: Argument For 

The simple reality is that there are differences in populations from different generations. For example, some high-level generational differences are as follows:

• Boomers grew up in the economic boom following the depression. They had very little in the way of money or possessions and physical labour was the bulk of available work. Hard work and loyalty was part of their basic upbringing. From a career perspective it was generally expected that employees would be loyal to companies and companies would be loyal to their employees. As young adults many Boomers became uncomfortable with the economic structures and began rebelling, wanting a better quality of life.

• Generation X often grew up with their mothers returning to work and wanting to have their own career, therefore many grew up in two-income families. Generation X kids were also the first generation to grow up with computers. They were children who watched the Vietnam war unravel on live TV (and in colour). They also experienced corporate America consolidate and lay off their loyal parents and move manufacturing to developing countries. For many of these reasons Generation X lead the charge of wanting greater work-life-balance.

• Millennials grew up with most families able to provide for them better that any previous family structure. They had exposure to computers at a young age, video games and diversity like no generation before them. Their parents were known as ‘Helicopter Parents’ giving their children lots of pre-planned activities, positive reinforcement and often less independent freedom. Traditionally Millennials want feedback frequently because that is what their Boomer parents gave them.

• Generation Z are often seen as being financially conservative but socially liberal. Why? Because they saw their Millennial brothers, sisters and cousins collect large amounts of debt through education but have fewer job opportunities than expected. Generation Z children traveled widely with their parents and grew up with computers from birth, giving them instant access to information and entertainment. At school, many cultural stereotypes were broken because their schoolmates (and friends), came from many different cultures and backgrounds. At the same time the entertainment they consumed and their family structures often broke many gender based stereotypes.

Now that we’ve explored a few of the generational differences, how might labelling employees by age generation help or harm employee, team and organization success? I believe the #1 greatest benefit from generational differences training is how it helps us understand ‘Why’ certain generations behave the way they do. With an understanding of ‘Why’ we humans are naturally more patient and empathic. Instead of treating everyone the same, great leaders and great companies use discussions about generational differences as opportunities to recognize employees are different and that they can embrace these differences to help their employees, their company and of course their customers to be successful.

This is a big step for companies. Don’t undervalue its importance and how difficult traditional management style is to overcome. Consider, almost all of the 1900’s hard work (and I mean physical labour) translated to success. In this environment money was the primary motivator because with money you could buy what you needed to survive.

Today we know money isn’t the best motivator. As long as we are being paid fairly based on our industry and work, people don’t want to only survive… we want to thrive. This means most employees want to embrace their own definition of work-life-balance. In the last 40+ years a whole new business psychology industry has slowly been emerging that studies and measures the impact of what really motivates and inspires employees. Through that research we finally began seeing the undisputable reality that intrinsic motivation… like pride, purpose and impact is far more effective and longer lasting than extrinsic motivation… like money.

Generational Differences Training: Argument Against 

The worst thing we can do is use stereotypes to determine how individuals will act or what individuals need. If we use stereotypes we will undoubtably make mistakes that will stop a company from hiring a great employee or by not rewarding a valued employee as they need to be rewarded and therefore, they quit.

Without doubt employees should be assessed on their unique ability to do a task and rewarded based on their individual abilities, needs and goals. Except at some high-level marketing level, I can’t think of many helpful situations where the generational label would be effective in predicting behviour.

Conclusion

All we have to do is look within our own families, our brothers and sisters who grew up with the values and often in the same households to see we as individuals we want different things and are inspired in different ways. We are both similar and different, and this is an example of why discussions about generational differences and generational diversity are important.

Beyond allowing me and others to generally understand the ‘Why’ of a generation or culture I have to admit, I’ve found that one of the most important benefits generational differences training delivers is in how it helps the teams I’ve worked with discuss – and often be amazed by how diverse people are. Through these discussions participants experience in real-time the insight (often for the first time), that what inspires one person will likely not inspire another person even if they are from the same generation and doing the same work in the same company. I bet some of your coworkers want to buy a house and raise a family while others want to rent a condo on the 30th floor and travel… and I bet some want to own an energy efficient electric car while others dream of a F150 pickup truck. For many of employees, the choices relating to how they live their lives are endless.

We are all individuals with unique training, skill, motivation and ambitions and it is best that instead of making assumptions, we stay curious as to what others value, believe and need. In the end, what is important is that you strive for greater generational diversity and treat everyone with curiosity and respect.

Thank you for reading. I will enjoy your comments / suggestions.

Bruce

About Bruce and Bruce Mayhew Consulting.

Bruce is Corporate Trainer, Keynote Speaker and Executive Coach.

Bruce Mayhew Consulting specializes in customized Email Etiquette Training, Leadership & New Leadership Development, Generational Differences, Time Management Training and other soft skills training solutions in Toronto and across Canada. Bruce is also an Executive Coach to a few select clients.

Bruce is an experienced motivational speaker in Toronto and has inspired audiences across Canada and within the USA and the UK. Bruce works hard to always make sure your training event, conference, retreat, or annual general meeting is a success.

Creating a Multi-Generational Workplace Culture

Everyone wants to know they are a valued part of the team regardless of what generation they belong to. And because generational differences of Boomers, Gen X, Millennials and Gen Z employees matter when creating a healthy multi-generational workplace, I thought I would take a moment to discuss how generational differences often influence the way your employees may or may not respond four important motivators.

I also want to point out that besides generational differences, there are many other variables including gender differences, ethnic and cultural differences, feelings of trust and respect that are also incredibly important when creating a healthy multi-generational workplace culture. But for now, lets explore how each generation may interpret and be inspired by the following four important opportunities:

1. Recognition

2. Autonomy

3. Coaching/Continuous Learning

4. Opportunity for Advancement

Additional Note: While the list above is not exhaustive, I have purposely not included salary in the above list. I do this because salary is considered a base trait – that as long as an individual is being paid fairly, monetary reward becomes a far less reliable and effective motivator. So, lets take money off the table and look at other ways to create a multi-generational workplace culture.

Recognition

Everyone enjoys recognition. And while Gen Zers and Millennials are used to frequent recognition and Gen Xers and Boomers are used to less frequent recognition, whether an individual prefers to be recognized in publicly versus more privately is often more dependent on if they are an introvert versus extrovert than what generation they belong to.

The great question is, “How frequently and how sincerely do you recognize your team and team members?” Recognition doesn’t have to be a party - and please don’t start an ‘Employee of the Month’ program because recognizing one person once a month is about as demotivating as you can get. Instead, look for opportunities where you can say to someone, “Your input into this report is amazing” or “You’ve worked really hard on that sales pitch and it shows”. Recognizing someones contribution and/or effort in-the-moment is right up there with some of the best recognition you can offer… ever.

Autonomy

Historically, autonomy in the workplace was largely defined as the opportunity to work from home and seen as a perk – something employees had to deserve. Most leaders now recognize that supporting autonomy can encompasses many things like flexible hours, what to work on, where to sit (if in-office) and even professional development opportunities… as well as the choice to work from home (or perhaps more accurately, working remotely).

Thankfully even the idea that autonomy as a ‘perk’ is being replaced by the reality that most people who work remotely actually are more productive (not less), are more creative, have greater job satisfaction and employee loyalty to mention just a few benefits.

So, as you strive to create a healthy multi-generational workplace culture, look to what flexibility you can offer your employees that will help them. Do they need time to take their kids into daycare before coming to work? Do they love being in the office because it gives them a break from their family and they are naturally extroverted? Is there a project that has nothing to do with their current job that you can assign them to because you know it is related to a career path they aspire to? Those are all healthy examples of how you can incorporate autonomy into your workplace culture.

Coaching / Continuous Learning

Coaching is something every leader should be prepared to do – to both their team and to the individuals they support. Coaching ties in well to a workplace culture that promotes continuous learning, helping the team and the company stay fresh while also helping to create an inclusive, multi-generational workplace culture and to promote both collaborative and inclusive behaviour. In addition, coaching, continuous learning and being inclusive are especially important to Gen Z and Millennials.

I invite you to recognize these two generations enjoy being coached AS WELL AS coaching others, sharing their experience and helping others grow. Reverse coaching and/or reverse mentoring are important opportunities for individual and team motivation. And don’t worry if your employees are working remotely. Help employees meet other employees outside of their immediate circle and build new, meaningful relationships from afar by implementing a virtual mentorship program. These relationships will not only create meaning and benefit for them in part by satisfying our natural need to connect with one another, they will also create new synergies within the company and improve employee productivity and loyalty. 

Wondering how to start and who to include? During your one-on-one meetings with each of your team, be sure to ask them how they want to be coached and if they see opportunities where they can give back and coach others.

Opportunity for Advancement

Higher salary and opportunities for advancement have always been high on the list for Boomers and certainly of interest for Generation Xers. Unfortunately for Gen Xers, the economic downturns of the late 1980’s, early 2000’s and then again around 2008/2009 meant that fewer Boomers left the employment market for their expected “Freedom 55”. This meant the career advancement opportunities and higher salaries didn’t materialize as quickly as young Gen Xers expected. Thankfully, Gen Xers are finally getting their chance, even though they are now also competing for leadership positions against bright, well-educated and technologically save Millennials.

It is still worth taking a moment of pause here however because the traditional definition of ‘Opportunity for Advancement’ is shifting. Millennials and Gen Zers don’t only see advancement as a promotion. They also see advancement as opportunities to gain experience and opportunities to broaden their network. So, while an employee may stay in their current position, take time to learn about what they want to learn and where they would like to gain experience because it’s possible you can inspire a very motivated employee by giving them opportunities that are easily within reach and where they actually may be able to add a new point of view.

Conclusion

If you are a leader I urge you to learn as much about everyone you work with and especially people who report to you. What are their wants, needs and preferences as they relate to what they work on, how they like to work, how they like to be rewarded and connected to their preferences specific to working remotely (or not). What are their career aspirations? How can you support workplace training for each of the generations who count on you?

In addition, take a moment to consider your own leadership style and how you support, mentor and coach your team. For example, is your leadership preference lean toward creating a workplace culture where you:

• Give team members a lot of autonomy and little supervision - let them come to you when they have questions or need something

• Intentionally work at creating a culture of equality, diversity, openness and belonging

• Feel you have to have total control and make all (or most) of decisions - especially the critical high-profile decisions

• Value collaboration and input from all stakeholders, listen openly, and watch out of biases in order to explore all options before making a decision

• Focus on strategy, vision and values while making sure everyone has the resources they need to deliver

There is great value for todays leaders to focus on their soft skills and to know what inspires and motivates themselves and the people around them as they lead and create a multigenerational workplace culture.

Thank you for reading. I hope you have enjoyed.

Bruce

About Bruce and Bruce Mayhew Consulting.

Bruce is Corporate Trainer and Executive Coach.

As a Corporate Trainer Bruce Mayhew (of BMC) specialize in customized Time Management Training, Email Etiquette Training, Leadership & New Leadership Development, Generational Differences and other soft skills training solutions in Toronto and across Canada. Bruce is also an Executive Coach to a few select clients.

BMC helps your greatest assets think productive and be productive.

Bruce is an experienced motivational speaker in Toronto and has inspired audiences across Canada and within the USA and the UK. Bruce works hard to always make sure your training event, conference, retreat, or annual general meeting is a success.

How I Help Leaders Explore How Leadership Has Changed

The following are an edit of my notes from a Podcast interview I gave about leadership and how to develop an energized corporate culture with motivated, inspired employees.

Because of the length of my notes, this is Part 1 of what will be a two-part series. 

Please enjoy… and watch out for Part 2. Also, please consider liking and leaving comments below.

How I Help Leaders

I help new and experienced leaders understand how leadership has changed over the years and how they may be able to do better. There have been important changes in how to approach leadership especially in the three important areas of; coaching your team, motivation versus inspiration, and how to create a diverse and thriving corporate culture. I help clients and conference attendees explore their experiences and ask important questions of themselves and the world around them by creating a safe space where learning is important.

I see leaders fitting within a couple of buckets. There are:

1. Leaders who have been around for 30 or more years and who came into leadership when everyone around them was just like themselves. Their co-workers and customers wanted the same things so it was easy to understand what someone else expected. They lived in a world where the leader was the boss, laptop computers were a novelty and the size of small suitcases, email was a new communication tool that few people had access to, and unless you were a sales person the only way you could be productive was to be ‘at work’ where you had a desk, a phone and likely a secretary and/or access to a typing pool. Even voicemail was a new thing.

2. Young leaders who have grown up in a very different world than their parents and likely their initial role-models. They see a world where everyone has a voice (or should), is constantly connected by the internet, their mobile phones have more memory and processing power than the Apollo 11 guidance computer – a spacecraft that landed on the moon in 1972 (source: RealClear Science), empowering information is only a Google search and YouTube video away, and where choice and individuality are not only robust, they are expected and most people correctly recognize diversity as an empowering asset. 

I believe exploring and acknowledging these differences and the generational differences in the workplace is important, not to marginalize anyone but because it is important for each of us to understand the world we live in and then recognize the world we came from. Before we can begin to understand others we have to understand ourselves and our experiences. And for leaders, understanding our own perspective and our experiences really matters in how we lead, mentor, coach and inspire the people that depend on us. 

The interesting component here is that when Boomers and Generation X raised their Millennial and Generation Z children, they told their kids they could do anything and have anything and not to compromise. Then when these generations entered the workplace their, Boomer and Generation X leaders often interpret their curiosity and independence as entitlement and wonder, “Why they can’t just sit at their desk and do the work I’m telling them to do?” even though Millennials and Generation Z are behaving exactly how their parents raised them.

So, as a Corporate Trainer and Executive Coach I help leaders of all ages see how the world has changed and explore research I share with them as well as their own experiences to help understand what motivates individuals from all generations in the workplace. Motivators like having a purpose, personal growth, making a difference, feeling like they are contributing and wanting to have fun at work are all the elements of a thriving corporate culture that inspires employees. It’s important to note that while approaches to leadership are changing, Boomers are not used to thinking this way (I say this as a Boomer). No fault of our own. When they were young most Boomers didn’t work to have a purpose and be inspired, they went to work to get a paycheck so they could get a house and provide for their family. Work for a Boomer was often separate from their life but for Millennials and Gen Z… and even some Gen Xers, all of it is integrated.

The beauty is that most people no matter what generation they are from can tap into this concept pretty easily because it makes sense and is empowering. They can reflect on what they feel and want themselves as well as what they see their employees asking for. The people I work with or the audiences I present to also recognize that seeing something and being able to implement it are two different things – but change is possible. For all of us to change means we have to break our old habits (or expectations) about being a boss… and with desire, attention and often a bit of guidance change happens and is wonderful for everyone.

This is the base line of where I start. I help clients and/or conference attendees take the next step to realize difference is ok; that great leaders use that difference and use each other’s strengths. That the world is far too complex and great leaders embrace the diversity of:

·      Four different generations being in the workforce (age diversity).

·      People being equal regardless of their gender or sexual orientation.

·      Cultural and religious differences.

·      Disability / Ability.

Being a great leader requires taking time to reflect on ourselves and the environment we want to create. It’s being a coach who believes that one of their primary goals is to empower and inspire their employees to be their best and to do their own work.

Conclusion - and prelude to Part 2.

To be a great leader we have to be able to create an empowered corporate culture that gives people space to contribute their ideas while they also learn, grow and be proud of what they are contributing… and the difference they and the company are making together. Great leaders build a corporate culture that is truly based on the values of the organization then that creates a space where trust and motivation and respect become a common environment. Part of that is hiring the right people… and that is one of the key focuses I’ll discuss in part 2.

Thank you for reading. I hope you have enjoyed. Please leave a comment if have a moment.

Bruce

About Bruce and Bruce Mayhew Consulting.

Bruce is Corporate Trainer and Executive Coach.

As a Corporate Trainer Bruce Mayhew (of BMC) specialize in customized Time Management Training, Email Etiquette Training, Leadership & New Leadership Development, Generational Differences and other soft skills training solutions in Toronto and across Canada. Bruce is also an Executive Coach to a few select clients.

BMC helps your greatest assets think productive and be productive.

Bruce is an experienced motivational speaker in Toronto and has inspired audiences across Canada and within the USA and the UK. Bruce works hard to always make sure your training event, conference, retreat, or annual general meeting is a success.