Reaching Across Multiple Generations
The Challenge
 Four generations with very different backgrounds,
work practices, and motivations all working together
at the same time
 A lack of understanding in these generational
differences contributes to conflict within working
relationships, lowers productivity, and increases
turnover
 According to research, more than 60 percent of
employers are experiencing intergenerational conflict
Perspective
 Older generations become frustrated by seemingly
aloof, arrogant, and initiative lacking younger
generation
 Younger generations become frustrated with
entrenched hierarchal structures
 Leaders of both become frustrated with conflict and
struggle with bringing everyone together
Defining Generations
 What defines a generation?
 A group of people that are programmed at the same time in
history
 What distinguishes a generation?
 Formative years determine what is good, bad, right, wrong,
stylish and unstylish
 Share a common set of formative events and trends –
headlines, heroes, music and mood, parenting style, and
education system
 This initial programming may adjust as individuals grow, but
generally will not drastically change the generation’s world
view
Defining Generations
 Builders or Silent Generation – 68+
 Baby Boomers – Between 50 and 68
 Gen Xers – Between 34 and 49
 Generation Y or Millennials – Under 34
Workplace Generational Profile
Percentage of Workforce
Generation
2005
2010
2014
Builders
8%
4%
2%
Baby Boomers
47%
41%
32.5%
Generation X
35%
34%
33%
Millennials
10%
21%
32.5%
Generated based on data provided by the US Bureau of Labor Statistics
Your Thoughts?
 Builders or Silent Generation – 68+
 Baby Boomers – Between 50 and 68
 Gen Xers – Between 34 and 49
 Generation Y or Millennials – Under 34
Your Thoughts – Builders (69+)
Others Think
They Think
Your Thoughts – Boomers (51-68)
Others Think
They Think
Your Thoughts – Gen Xers (35-50)
Others Think
They Think
Your Thoughts – Millennials (34-)
Others Think
They Think
Builders – Who They Are
 Born prior to 1946
 AKA: Silent Generation and Greatest Generation
 Their formative years:
 World War II was the single most important event of their
childhood
 Strong nuclear and extended families
 Parents practiced discipline and strictness
 Grew up in the wake of worldwide economic depression
 Strong commitment to families, soldiers, country, and
community
 Radio was the primary technology of the time
Builders – How They Think
 Guiding Principles
 Believe in the value of hard work, loyalty and sacrifice
 Make do or do without
 Sacrifice, duty, and honor
 Respect rules and authority (and expect it to be given)
 Accustomed to command and control style of leadership
 Like to be acknowledged for their depth of knowledge and
a job well done
 Wary of technology and prefer formal means of
communication (memos, phone calls, etc.)
 Conservative in dress and language
Builders – Perceptions
 Rigid
 Judgmental
 Wary
 Distant
 Set in their ways
Baby Boomers – Who They Are
 Born between 1946 and 1964
 AKA: Vietnam Generation, Me Generation
 Their formative years:
 Birth control pills introduced
 Space exploration begins
 Civil rights and women’s lib movements
 Vietnam War
 Woodstock
 First to be graded on “works well with others”
 Television was the primary technology of their time
 Many are caring for both their parents and their children
 8 out of 10 plan to continue to work in at least a part time role
well past the traditional retirement age
Baby Boomers – How They Think
 Guiding Principles
 Career-focused, workaholics
 Conscious of status – defined by their career and
achievements
 Wary of authority, but respect hierarchy
 Prefer a consensual leadership style
 Optimistic, value personal growth and social involvement
 Accommodating to technology but prefer formal
communication and in-person meetings
 Respond well to coaching and look for learning
opportunities
Baby Boomers – Perceptions
 Self-absorbed
 Workaholics
 Fickle
 Rigid
Generation X – Who They Are
 Born between 1965 and 1980
 AKA: Baby Busters, Thirteenth Generation
 Their formative years:
 Challenger Disaster
 Fall of the Berlin Wall
 AIDS epidemic
 Reagan/Bush Administration
 MTV
 Grew up as the personal computer evolved (Tandy and Apple)
 Work-hard, play-hard mentality
 Significant increase in parental divorce rate, they learned
to thrive in the midst of chaos and change
Generation X – How They Think
 Guiding Principles
 Expect quick recognition and rewards
 Don’t count on anything
 Constant search of ways to grow
 Self-reliant (first latchkey kids)
 Pragmatic
 Value fun and informality
 Prefer a collaborative leadership style
 Work/life balance is a core motivator
 Technologically engaged and prefer informal, rapid
communication
 Like to be openly recognized and prefer rewards they can use in
their “off-hours”
Generation X – Perceptions
 Cynical
 Ungrateful
 Disloyal
 Overly casual
 Not team players
Millennials – Who They Are
 Born between 1980 and 2000
 AKA: Generation Y, NeXt Generation
 Their formative years:
 Products of a child-focused society
 School violence increases (Columbine)
 Oklahoma City bombing
 Clinton-Lewinsky affair
 9/11 and the Iraq War
 Hurricane Katrina
 Raised with the internet
 Just now finding their place in the workplace
 Fastest growing generation in the work force
Millennials – How They Think
 Guiding Principles
 Everyone is special
 Expect to be viewed as peers and desire to work in teams
 Casual work style
 Confident, assertive, and achievement oriented
 Prefer self-leadership and believe that learning is a two-way
conversation
 View work as a means to an end
 Community servant
 Prefer communication in real time
 Technology is a natural part of their personal and work lives
 Like to be rewarded with autonomy, opportunity, and flexibility
Millennials – Perceptions
 Inexperienced
 Overly confident
 Impatient
 Lazy
 Naïve
 Trophy kids
Generational Key
Builders
Boomers
Gen X
Millennials
I need
Respect
Status
Feedback/
Autonomy
Structure/
To Contribute
Reward/
Motivation
Acknowledge
expertise
Symbols of
achievement/
promotion
Professional
development/
flexibility
Flexibility/
Growth
Attitude
Get the job
done
Let’s get together
and talk about it
I’ll do my part,
you do yours
I can, I will – Just
let me
Work Ethic
Sacrifice
Driven
Balance
Integration
Communication
Style
Formal/
Protocol
Formal/
Process
Informal/
Pragmatic
Casual/
Immediate
Management
Favorites
Directive,
logical, fair
Democratic,
warm, caring
Direct, informal,
results-oriented
Educational,
positive,
collaborative
Management
Nightmares
Touchy feely,
indecisive
Bureaucratic,
close-minded
Micromanagers,
Flashy, Fake
Cynical,
inconsistent
Traditional Interactions
 Separation by rank and status
 Oldest employees fill executive positions
 Middle-aged employees fill mid-management
positions
 Youngest workers battle in the trenches
 Limited interaction across multiple generations
The Changing Landscape
 Rank and status are no longer defined by a person’s age
 Builders may report to GenXers
 Millennials pitching ideas to Baby Boomers
 Each of these four generations is now working side by
side to solve problems, make decisions, design
products, manage projects, and serve customers
Benefits In The Workplace
 Attract and retain talent of all ages
 Increase flexibility
 Gain and reflect a greater market share because its
members reflect a multigenerational market
 Decisions are stronger because they are broad-based
with multiple perspectives
 Increase innovation and creativity
 Meet the needs of a diverse public and relate more
effectively
Recruitment
 Generational profiles influence how people perceive
opportunities
 Be the place or the organization that people want to be
because they know they will find a fit
 What does your company do to highlight benefits and
showcase their generational profile to potential
employees?
Recruitment
Values that make a place attractive to each generation
Generation
Desired Value
Builders
How does current status relate to
past accomplishment? How does
the organization value those that
built it?
Boomers
What is the potential for high level
positions, status, and impact?
Gen Xers
How does what you stand for make
an impact on me? Are the awards
real or just media fodder?
Millennials
Does the organization take a
broader view of social and
environmental issues?
Recruitment
 What does your company do to highlight benefits and
showcase their generational profile to potential
employees?
 What can A&WMA do to appeal to multiple
generations?
Work Style
 Tapping into generational work styles can increase
retention and generate higher performance
 Learning a little bit about how each generation “gets
the job done” and make the entire team more effective
Work Style
Work styles for each generation
Generation
Desired Value
Builders
Want to get the job done, and offer
considerable wealth of knowledge
Boomers
Want to meet, collaborate, discuss,
and create a plan
Gen Xers
Pragmatic and don’t like to waste
time
Millennials
Want to contribute as equals
Work Style
 What does your company do to structure multi-
generational teams and create high performance
teams?
 What can A&WMA provide to our members to satisfy
these different demands?
Face Time
 Each generation views and values “face-time” (the time
they spend in the office) differently
 How does your company adjust face-time expectations
to meet multi-generational needs?
Face Time
Face time expectations for each generation
Generation
Desired Value
Builders
Work happens in the office
Boomers
Grew up in an environment that put
a strong emphasis on face time, but
try to accommodate alternative
ideas
Gen Xers
They are willing to work, but want to
be measured by their outcomes, not
the length of time they spend in the
office
Millennials
Work can be done anytime
anywhere
Face Time
 How does your company adjust face-time expectations
to meet multi-generational needs?
 What opportunities can A&WMA provide to satisfy
“face-time” expectations of each generation?
Organizational Change
 Generational profiles influence how people react to
changes in policies and procedures
Organizational Change
Approach to organizational change for each generation
Generation
Desired Value
Builders
May be slow to change and are less
likely to speak up
Boomers
Expect to be involved in the process
and know how it will affect them
Gen Xers
Want to know what difference it will
make
Millennials
Change is no big deal, but have a
reason for making it
Organizational Change
 How does your company frame policy and
organizational changes to garner the greatest buy-in?
 What is the best way for A&WMA to present
organizational changes to our members?
Relationships
 Generational profiles significantly impact the way in
which people relate with fellow employees, clients, and
vendors
Relationships
Relationship variations for each generation
Generation
Desired Value
Builders
Is the message polite, formal and
clearly laid out?
Boomers
Do you make the connection to how
your service will directly benefit
them and solicit their ideas?
Gen Xers
Are you direct and do you have
additional resources for them to
check?
Millennials
Are you informal and collaborative?
Relationships
 What sort of interpersonal relationships do you see in
your office? How does your company support the need
for these different types of communication?
 How can A&WMA meet our members needs and
expectations for communication?
Relating This to A&WMA
 A&WMA currently has approximately 5,000
members, representing each of these
generations
 Students and young professionals
(Millennials) comprise approximately 15% of
the organization
 Emeritus (Builders and early Boomers)
comprise slightly less than 10 percent of the
organization
 A&WMA leadership is made up of a diverse
mix of these generations, with the largest
percentage in the Baby Boomer and
Generation X groups
Using This Knowledge for A&WMA
 Create professional development opportunities for each
generation
 Create diverse programming that serves the needs of multiple
generations
 Programs that appeal to younger generation and offer entry-level
detail on hot topics
 Programs that appeal to older generations and provide more indepth examination of issues
 Create networking events that take into account the needs of
each generation
 Promote multi-generational interactions (mentee/mentor
programs)
 Provide opportunities for formal and casual interaction
 Find ways to engage each of our members in our mission
Questions/Comments
Michele E. Gehring
Coterie Environmental
michele.gehring@coterie-env.com
610-406-2215