Sorting out the culture clash between X and Y Brad Hatch ‘The biggest challenge facing ‘Australian chief executives is figuring out how to talk to the kids inthe workforce, More than 75 per cent of those at the top struggle to understand generation Y — defined as those under 26 — according oa survey of about 300 Australian chief executives. ‘The survey, conducted earlier this ‘month by networking and training, organisation The Executive ‘Connection, suggests there's an ‘emerging clash, not just between the baby boomers and the young but between generations ¥ and X (who ‘are 27 and over). That's because gen Xcomprises more than 60 percent of management teams, ‘The intergenerational difference is adding to workplace stress and needs to be sorted out by the boss, ‘according to TEC’s chief executive, Mike O'Neill “It's up to the chief executive to ‘quell the personality clash between. the generations,” O’Neill says. “The CEO should take the lead ‘ole in bridging the generational gap and fostering greater intergenerational dialogue. ‘Generations X and Y have different personalities and work attitudes, ‘There's an emerging clash, not just between the baby boomers and the young but between the generations. ‘They speaka different language, ‘work different hours, use technology differently and have different views onhierarchy and authority.” ‘O'Neill says generational differences are likely tobe a key factor in communication problems and people management issues, The survey identified a lack of initiative and delegation among staff as big ‘challenges for CEOs, ‘Avril Henry, executive director of hhuman resourees consultancy AH. Revelations, says:""Gen ¥ doesn't lackinttative, they've got loads of Inmost cases the problem is with their bosses, gon X or boomers, who arereluetantto give younger ‘workers feedback or loosen their ght grip on power. Henry ays 5,000 businesses wereninby people under 25 atthe end of 2004. “Generation ¥ thrive on new opportunities and being heard. If they don’t get what they ‘want, they leave,” she says. ‘The survey says communication and mentoring programs could help ‘overcome personality lashes and ‘conflict, which often lead to labour fucnover and stress on the business because of staff shortages, “Younger workers want greater access fo training and development, courses in conflictresolution and ‘communication skills and more Photo: ANDREW QUILTY frequent constructive feedback from ‘managers,” Henry says, “This would hhelp reduce workplace conflict.” ‘Most of the intergenerational conflict goes on behind the scenes, says Peter Sheahan, consultant and author of Generation Y: Thriving (and Surviving) with Generation Yat Work (2008), “This leads to alot of mis- understanding, mis-communication, bickering and backstabbing, which ‘can be stressful to both generations because they don’tunderstand each other,”*he says. ‘Sheahan says reverse mentoring is the answer, where CEOs and managers sit downand learn to ‘speak a common language. ‘While it’s a good thing CEOs have acknowledged the impact ‘generational differences can have ‘onthe workplace, Sheahan saysit’s ‘not just the job of the CEO to bridge the divide, Line managers need to become better listeners, inclusive and more collaborativelin the way they lead people, TEC’s O'Neill says that CEOs ‘need to encourage and foster the next level of management. He says encouraging ‘communication and understanding the needs of gewieration ¥-will help lease workplace tensions,