Managing Across Generations
Mary Sherman, LCSW, CEAP
Ida Perea, LCSW, CEAP
UVA Faculty and Employee Assistance Program
(434) 243-2643
http://uvafeap.com/
Objectives
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Gain a greater understanding of
generational differences and the
value that each brings to the
workplace
Learn strategies for managing
intergenerational work groups
Why are we focusing on generational
differences now?
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Unique point in history where we
have four generations together in
the workplace
Flatter organizations
Longevity Revolution
Longevity Revolution
Average Life Expectancy:
 1900 – average life expectancy in
the United States - age 47
 1900 – population age 65 and over
– 4%
 2000 – average life expectancy in
the United States – age 77
 2000 – population age 65 and over
– 14%
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Use this information as one lens
with which to understand people
Similar to MBTI being a helpful tool
but not the whole picture
This is an art, not a science
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Generational difference occur across
industrialized nations
“Men resemble the times more than
they resemble their fathers.”
- Arab Proverb
Leadership
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“Although a certain degree of
analytical and technical skill is a
minimum requirement for success,
what is called “emotional
intelligence” may be the key
attribute that distinguishes
outstanding performers from those
who are merely adequate.” -Daniel
Goleman, Harvard Business Review January 2004
The Five Components of Emotional
Intelligence at Work
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Self-awareness
Self-regulation
Motivation
Empathy
Social Skill
Character is the Essence of Leadership
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“Our research shows that a person
who receives low marks on
character has absolutely no chance
of being perceived as a great leader,
especially in the long run.” - Zenger
and Folkman, The Handbook for Leaders, 2004,
pg 9
Leadership and Values
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Understanding employees’ values is
important for effective leadership
Good leadership entails understanding
your own values and the values of those
you lead
Effective leaders rely on values versus
power
The generational lens allows us greater
insight into what different generations
value
Comparison Across Generations
Tradition Boomer
-alist
Gen Xer
Millennial
Work ethic
Dedicated
Driven
Balanced
Determined
View of
authority
Respectful
Love/hate
Unimpressed
Polite
Leadership
Hierarchy
Consensus
Competence
Teamwork
Practical
Optimistic
Skeptical
Hopeful
by
Outlook
*Generations at Work, Zemske et al, 2000
Four Generations in the Workplace
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Traditionalists (1922-1943/46)
Baby Boomers (1943/46- 1960/64)
Generation X (1960/64-1979)
Millennials (1980-2000)
Traditionalists (1922-1943/46)
Core Values
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Dedication/sacrifice
Hard work
Conformity
Law and order
Respect for authority
Patience
Delayed reward
Duty before pleasure
Adherence to rules
Honor
Traditionalists (1922-1943/46)
On the Job - Assets
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Stable
Detail oriented
Thorough
Loyal
Hard Working
Traditionalists (1922-1943/46)
On the Job – Potential Challenges
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Inept with ambiguity and change
Reluctant to buck the system
Uncomfortable with conflict
Reticent when they disagree
Traditionalists (1922-1943/46)
Messages That Motivate
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“Your experience is respected here.”
“It’s valuable to the rest of us to
hear what has – and hasn’t- worked
in the past.”
“Your perseverance is valued and
will be rewarded.”
Baby Boomers
(1943/46- 1960/64)
Baby Boomers (1943/46- 1960/64)
Core Values
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Optimism
Team orientation
Personal gratification
Health and wellness
Personal growth
Youth
Work
Involvement
Baby Boomers (1943/46- 1960/64)
On the Job - Assets
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Service oriented
Driven
Willing to “go the extra mile”
Good at relationship
Want to please
Good team players
Baby Boomers (1943/46- 1960/64)
On the Job – Potential Challenges
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Not naturally “budget minded”
Uncomfortable with conflict
Reluctant to go against peers
May put process ahead of results
Overly sensitive to feedback
Judgmental of those who see things
differently
Self-centered
Baby Boomers (1943/46- 1960/64)
Messages That Motivate
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“You’re important to our success.”
“You’re valued here.”
“Your contribution is unique and
important.”
“We need you.”
Generation X
(1960/64-1979)
Generation X (1960/64-1979)
Core Values
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Diversity
Thinking globally
Balance
Technoliteracy
Fun
Informality
Self-reliance
Pragmatism
Generation X (1960/64-1979)
On the Job - Assets
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Adaptable
Technoliterate
Independent
Unintimidated by authority
Creative
Generation X (1960/64-1979)
On the Job – Potential Challenges
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Impatient
Less attracted to leadership
positions
Distrust authority
Less experience
Skeptical
Generation X (1960/64-1979)
Messages That Motivate
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“Do it your way.”
“We’ve got the newest hardware
and software.”
“There aren’t a lot of rules here.”
“We’re not very corporate.”
Millennials
(1980-2000)
http://www.cbsnews.com/video/watch/?id=
3486473n%3fsource=search_video
Millennials
Millennials (1980-2000)
Core Values
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Optimism
Thinking globally
Civic duty
Confidence
Achievement
Sociability
Morality
Diversity
Fun
Millennials (1980-2000)
On the Job - Assets
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Collective action
Optimism
Tenacity
Heroic spirit
Multitasking capabilities
Technological savvy
Millennials (1980-2000)
On the Job – Potential Challenges
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Need for supervision and structure
Inexperience, particularly with
handling difficult people issues
View changing jobs as a natural
process and part of their daily
schedules
Instill a sense of play and fun in the
work atmosphere
Millennials (1980-2000)
Messages That Motivate
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“You’ll be working with other bright,
creative people.”
“You and your coworkers can help
turn this company around.”
“You can be a hero here.”
Similarities Across Generations
According to recent research conducted by Randstad and the
Center for Creative Leadership, employees across the
generations agree that:
 Work is a vehicle for personal fulfillment and satisfaction, not
just for a paycheck.
 Workplace culture is important.
 Being trusted to get the job done is the number one factor
that defines job satisfaction.
 They need to feel valued by their employer to be happy in the
job.
 They want flexibility in the workplace.
 Success is finding a company they can stay with for a long
time.
 Career development is the most valued form of recognition,
even more so than pay raises and enhanced titles.
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From www.generationsatwork.com/articles/succeeding.htm by Arleen Amsparger, 2008
Strategies for Successful Organizations
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Know their company demographics—
internally and externally.
Are intentional about creating and
responding to generational diversity.
Build on strengths. The most effective
mixed-generation work teams recognize
the unique strengths of each individual.
Strategies for Successful Organizations
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Offer options.
Develop an understanding of and
appreciation for generational
differences and strengths.
Train people to communicate
effectively across generations.
From www.generationsatwork.com/articles/succeeding.htm by Arleen Amsparger,
2008
Bibliography
Zemke, Raines, Filipczak. Generations at Work: Managing
the Clash of Veterans, Boomers, Xers, and Nexters in Your
Workplace. 2000.
Rue, Penny (Vice Chancellor for Student Affairs, UC-San
Diego) and Willy, Lori. “Generations in ODOS.” October
24, 2006.
Goleman, Daniel. “What Makes a Leader?” Harvard Business
Review, January 2004.
Zenger and Folkman, The Handbook for Leaders, 2004, pg 9.
Ronayne, Peter. “Digital Immigrants & Digital Natives: The
Challenge of Leading Across Generations.” 2009.
Amsparger, Arleen. “4GenR8tns: Succeeding with
Colleagues, Cohorts & Customers.”
www.generationsatwork.com/articles/succeeding.htm,
2008.