Intergenerational Communication
in the Workplace
“THE REAL VOYAGE OF DISCOVERY
CONSISTS NOT IN SEEKING NEW
LANDSCAPES BUT IN HAVING NEW EYES.”
MARCEL PROUST
Workshop Goals
 Increase knowledge and understanding of the
four generations
 Enhance comprehension of how generational
differences affect you
 Promote skills for effective intergenerational
communication
 Expand capacity to manage diverse working
styles across the generations
Is the Generation Gap Back?
 Generational differences represent a critical
new aspect to workplace diversity.
 How you view generational differences is based
on your generational perspective.
The Four Generations
 The Traditionalists
 The Boomers
1922–1943/46
1943–1960/1946-1964
 Generation X’ers 1960-1980/1964-1980
 Millennials
1980-2000
The Traditionalists

Born between 1922-1943/1946

are now 57 - 81 years old

Represent 25% of the work population

Also known as the:veterans,
seniors, traditionalists,
silent generation


The Baby Boomers
 Born between 1943-1960/1946-1964*
 Now between the ages of 39 and 60
 72 million strong
 Also known as:
Boomers
The Generation X’ers
 Born between 1960-1980/1964-1980
 Currently 23 – 43 years of age
 17 Million
 Also known as: X’ers, Baby
Busters, Post-Boomers
The Generation Y’s or Millennials
 Born between 1980 and 2000
 Under 23 years of age
 68 Million Strong
 Also known as the:
Nexters, Nintendo
Generation,
Internet Generation
How Their Times Shaped Them
Traditionalists: Defining Events
 The Great Depression & Dust Bowl
 The New Deal
 Social Security Established
 Golden Age of Radio
 Pearl Harbor Attacked
 WW II and Korean War
 Patriotism
 Rise of Labor Unions
Traditionalists: Heroes
 Superman
 MacArthur, Patton, Halsey,





Montgomery, Eisenhower
FDR
Winston Churchill
Audie Murphy
Babe Ruth
Joe DiMaggio
Boomers: Defining Events
 Economic Prosperity
 Expansion of Suburbia
 Focus on Children
 Television
 Vietnam
 Assassinations
 Civil Rights Movement
 Cold War/McCarthy Hearings
 Space Race/Moon Landing
Baby Boomers: Heroes
 Ghandi
 Martin Luther King Jr.
 John and Jacqueline Kennedy
 John Glenn
 Feminist Movement
Gen X’ers: Defining Events



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
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
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
Watergate, Nixon resigns
Challenger Disaster
Computers
Single-parent homes
Latchkey Kids
MTV
AIDS
Harsh economic conditions
Glasnost, Perestroika
Persian Gulf
Gen X’ers: Heroes ?
 Oprah Winfrey
 Bill Gates & Steve Jobs
 Michael Jackson
 Michael Jordan
 Things, animation…
Millenials: Defining Events
 Technology
 TV Talk Shows
 Multiculturalism
 Desert Storm
 Clinton Scandals
 Schoolyard Violence
 Oklahoma City Bombing
 9/11
 Columbia tragedy
Millenials: Heroes ?
 Michael Jordan
 Princess Diana
 Mother Teresa
 Tiger Woods
 Lance Armstrong
Comparing the Generations
Traditionalist
1901-1942
Baby Boomers
1943-1960
Generation Xers
1961-1981
Key descriptor
Loyal
Optimistic
Skeptical
Notion of command
Chain of
command
Change of
command
Self-command
View of hierarchy
Prefer topdown; military
Comfortable with
top-down
Prefer flat
What they’re building
A legacy
A stellar, upward
career
A portable career
Job changing
Carries a stigma Puts you behind
Is necessary
Motivator
A job well done
Money, title,
promotion
Self fulfillment,
freedom, fun
Workplace flexibility
Who will do the
work?
The nerve of those
Xers!
I’ll go for the right
lifestyle
Comparing the Generations
Traditionalists
1901-1942
Baby Boomers
1943-1960
Generation Xers
1961-1981
Working long hours
Required, prudent
Will get you ahead,
money, bonus
Get a life!
Productivity
Inputs and outputs
matter
Input matters most
Output is all that matters
Give me more…
Essentials
Money
Time
Performance
reviews
If I’m not yelling at
you, all is fine.
Once a year; welldocumented.
Sorry to interrupt again,
how am I doing?
Work-Family
Work matters most;
wife at home
Work matters most;
dual career or
divorced
Family matters; dual
career
Career paths
Slow and steady
Ladder
Lattice
Career pace
Prove yourself with
loyalty; pay dues
Prove yourself with
I want to know all my
long hours; pay dues options now.
Generational Clash
in the Workplace
 Worldwide economy
 Rapid change in the workplace
 Downsizing of companies
 Mergers, acquisitions, consolidations
 Elimination of middle management
 Less union activity in companies
 Seniority only one element of promotion
 Technology
The Result:
 No job is safe, and no career assured.
 Causes employees to identify more with their
generation and blame other generations for
workplace problems and issues.
 The real generational workplace conflict is
based on differences in values, ambitions,
views, mindsets, and demographics.
Traditionalist Values
 Dedication/sacrifice
 Patience
 Law and order
 Delayed reward
 Strong work ethic
 Duty, honor, country
 Risk averse
 Loyalty to the
 Respect for authority
organization
Traditionalists at Work
Assets
 Stable
 Detail oriented
 Thorough
 Loyal
 Hard working
Liabilities
 Inept w/ambiguity and
change
 Reluctant to buck the
system
 Uncomfortable with
conflict
 Reticent when they
disagree
Traditionalists: Training & Development
Training
 Take plenty of time
Developing
 Technology
 Give them the “big
 Don’t stereotype as
picture”
 Emphasize long-
term goals
 Let them share their
experience
technophobes
 Use formality and
order
 Don’t rush it
Messages that Motivate Traditionalists
 “Your experience is respected here.”
 “It’s important for the rest of us to hear what
has, and hasn’t, worked in the past.”
 “Your perseverance is valued and will be
rewarded.”
Boomer Values
 Optimism
 Promotion and
 Team work
recognition
 Youth
 Work
 Volunteerism
 Personal gratification
 Health and wellness
Boomers at Work






Assets
Service oriented
Driven
Willing to “go the
extra mile”
Good at
relationships
Want to please
Good team players

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



Liabilities
Not naturally “budget
minded”
Uncomfortable with
conflict
Reluctant to go against
peers
Put process ahead of
results
Sensitive to feedback
Judgmental of those who
see things differently
Boomers:
Training & Development
Training
 Focus on the near
future
 Focus on challenges
Development
 Meetings and team
team building
 Provide develop-
mental experiences
 Focus on their role
 Use business books
and training tapes
Messages that Motivate Boomers
 “You are important to our success.
 “We recognize your unique and important
contribution to our team.”
 What is your vision for this project?”
 “You are valued.”
Gen X Values
 Diversity
 Fun
 Thinking globally
 Informality
 Balance in life
 Independence
 Computer literacy
 Initiative
 Personal development
Gen X’ers at Work
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Assets
Adaptable
Techno-literate
Independent
Not intimidated by
authority
Creative




Liabilities
Impatient
Poor people skills
Inexperienced
Cynical
Gen X’ers: Training & Development
Training
 Focus on balance
 Offer them access to
Development
 Electronic support
many different
kinds of
information
 Keep materials brief
 Provide resource
 Help them train for
lists
– bullets/checklists
another job
Messages that Motivate Gen X’ers
 “Do it your way.”
 “We’ve got the latest computer technology.”
 “There aren’t a lot of rules here.”
 “We’re not very corporate.”
Millennial Values
 Optimism
 Education
 Civic duty
 Idealism
 Confidence
 Fun
 Ambition/
 Diversity
achievement
 Tradition
Millennials at Work
Assets
 Loyalty
 Optimism
 Tolerant
 Multi-tasking
 Fast-thinking
 Technological savvy
Liabilities
 Need for supervision
and structure
 Inexperience,
particularly with
handling different
people issues
 Service levels are low
Millennials: Training & Development
Training
 Take plenty of time
 Let them know what
they do matters
 Communicate
expectations
Development
 Focus on customer
service and
interpersonal skills
 Model the behavior
you want to see
 Large teams with
strong leadership
Messages that Motivate Millennials
 “We provide equal opportunities here.”
 “Your mentor is in his/her sixties.”
 “You are making a positive difference to our
company.”
 “You handled that situation well.”
Using the ACORN Approach
Accommodate employee differences.
Create workplace choices.
Operate from a flexible
management style.
Respect competence and initiative.
Nourish retention.
Source: Generations At Work, Ron Zemke, Claire Raines, and Bob Filipczak
“It is axiomatic that we should all
think of ourselves as being more
sensitive than other people
because, when we are insensitive
in our dealings with others, we
cannot be aware of it at the time:
Conscious insensitivity is a selfcontradiction.”
- W.H. Auden