Managing Generations

Paul Van Sickle

Managing Human Resources

MANAGING GENERATIONS

Managing Generations The Big Disconnect

Paul Van Sickle
Webster University

Managing Generations
Paul Van Sickle
Managing Human Resources

Of the four articles, the one that spoke the most to me was: Managing Generations The Big
Disconnect. The duty of a professional manager and leader is to assist in the training of
everybody within their circle of influence, vertically and horizontally. The most successful
method of facilitating that training depends on clear communication with superiors, subordinates
and peers. Age differences and generational perceptions can throw out some serious
impediments to basic communication in the workplace, mission accomplishment and simple job
satisfaction. Understanding and effectively using the full diversity of your workforce is the key
difference between success and failure of your organization.

The Generation Y (a.k.a. Millenials) of the Class of 2014; this years college freshmen, have
never known a world without the Internet, flat-screen TVs or cell phones. As well, for us
Generation Xers, there are many areas in which we dont relate to previous generations, the
Baby Boomers and the Veterans. Its a very rare Gen Xer who didnt have indoor plumbing
growing up. We dont see things the way our grandparents and parents did. The clichd
statements of each generation are, things were better when I was growing up. and/or,
kids now-a-days dont know what real work is

Each generation has its own set of values and code of conduct, and as such, they cant be
judged under the headings of right vs. wrong. The Veterans value loyalty above nearly all else
and want to be rewarded for it. Baby Boomers in their teenage and college years were
characteristically a part of the counter-culture of the 1960s, are committed to keystone values
such as gender and racial equality, and environmental stewardship. Generation Xers are

Managing Generations
Paul Van Sickle
Managing Human Resources

characterized by a preference to work independently and are generally seen as competitive and
driven to distinguish themselves from the rank and file. The Millennials demonstrate the greatest
desire to work autonomously and with minimal supervision. Latch-key was commonplace for
Gen-X and virtually a way of life for Gen-Y. Also Baby Boomers and Generation Xers have
barely touched technology, but the Millennials, in all facets of their daily lives, are fully
immersed in all the technical aspects of the modern world.

This illustrates one of the biggest challenges facing a manager in the present as well as future
workplace. How do you successfully lead a team that can easily span three or even four
generations? This situation happens not only in giant multi-faceted corporations with thousands
of employees, it also occurs in small business organizations comprised of only five or six people
and can be very daunting indeed in any case.

Making generational diversity work requires that top-shelf leaders understand what motivates
the members of those different generations. Also, leaders must use management techniques that
are flexible enough to meet the needs of both the organization and the workers, while
compromising neither. With lengthening life spans comes an intricate mix of generations;
Veterans and Generation Xers may be working side by side. Later retirements means that Baby
Boomers remain working and Generation Xers are quickly moving into positions of power and
influence where they are supervising members of older generations.

Managing Generations
Paul Van Sickle
Managing Human Resources

Faced with the likelihood of leading a team with an age range of 20 to 65 years of age, a
manager must keep in mind that one size does not fit all. Multiple approaches are vital to
managing such a diverse generational group. A high-quality leader will capitalize on the
strengths of each generation, look past stereotypes and facilitate (even create) opportunities to
allow the generations to understand one another. The employee/leader relationship is a two-part
process and good managers will constantly review their techniques to assess their effectiveness.
It follows that open, honest and timely communication is the key to being a good leader.

Good business practices whether internal or external are based on understanding others.
Nothing will divide a team or alienate a customer faster than thinking that your way is the correct
and only way. No two generations see entirely eye-to-eye. Simply put, only at their own peril
does a manager ignore the differences in the generations of his or her workforce. I dont intend
to be that manager; thus the importance to me of the white paper on Managing Generations.