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Practical Effects Manifesto:Team Building Across Generations,[object Object]
Although every effort has been made to ensure this guide is free from errors, this publication is made available with the understanding that the authors, editors, and publisher are not responsible for the results of any action taken on the basis of information in this work, nor for any errors or omissions.  The publishers, and the authors and editors, expressly disclaim any and all liability to any person, in respect of anything and of the consequences of anything done or omitted to be done by any such person in reliance, whether whole or partial, upon the whole or any part of the contents of this publication.  If expert advice is required, services of a competent professional person should be sought.,[object Object],Additionally, the author relies on a combination of published data AND real-world first-hand interviews with people and organizations managing actual transition, therefore, this publication is considered a living document and may be followed up with future re-releases.,[object Object],Practical Effects 2009,[object Object],important disclaimer,[object Object]
introduction,[object Object],Today’s economic situation may have leveled the playing field in terms of the impact rising unemployment is having across all the generations, however, this does not diminish the fact that each generation brings its own unique way of dealing with the world and its ever changing terrain.  This manifesto addresses the uniqueness and similarities of the four generations known as the: Traditionalists, Baby Boomers, Generation X, and Millennials with regards to workplace teams.,[object Object],“Not everyone in the workplace is motivated by the same things anymore.  To get the most out of each generation in the workforce, you have to be willing to be more flexible.  When managers and companies learn to do this, it will be incredibly rewarding.” - - Harvey Mackay (Foreword from When Generations Collide),[object Object],Practical Effects 2009,[object Object]
four generations in today’s workforce,[object Object],Traditionalists (born 1900-1945),[object Object],Baby Boomers, aka Career Makers (born 1946-1964),[object Object],Gen X, aka Career Builders (born 1965-1980),[object Object],Millennials, aka Career Changers (born 1981-1999),[object Object],We all go through similar life stages, but we do not all approach them the same way.  How each generation goes through these stages distinguishes one generation from another. ,[object Object],Practical Effects 2009,[object Object]
workforce at a glance,[object Object],Practical Effects 2009,[object Object],Source: Delta College Corporate Services,[object Object]
career goals,[object Object],Traditionalists - “Build a legacy.”,[object Object],Baby Boomers  - “Build a stellar career.”,[object Object],Gen Xers - “Build a portable career.”,[object Object],Millennials - “Build parallel careers.”,[object Object],Practical Effects 2009,[object Object],Source: When Generations Collide - Lancaster & Stillman,[object Object]
fyi: market fact,[object Object],So much for the notion that young workers prize career growth more than cold, hard cash. Half of new college graduatessay they would rather have high-paying jobs, even if it means less-satisfying careers, according to an Experience Inc. survey. More than one-quarter cite student loans as a big factor. WORKFORCE MANAGEMENT | 12.23.08,[object Object],Practical Effects 2009,[object Object]
fyi: real-world fact,[object Object],“There’s never a day when I’m not learning something new!” – Derek,[object Object],A few recentcollege graduatesshare their first-hand perspectives at a  Sacramento CEO Round Table.  Here’s how these successfully employed Millennials describe the “ideal job”:,[object Object],[object Object]
Approachable, open-door management
Technology and pace that matches our individual strengths
Relaxed dress-codeNow, my fellow Boomers, doesn’t this list sound familiar to our own early aspirations?,[object Object],Actual Panel Discussion – CEO Round Table – CSUS Alumni Center| April 2009,[object Object],Practical Effects 2009,[object Object]
rewards,[object Object],Traditionalists “The satisfaction of a job well done.”,[object Object],Baby Boomers“Money, title, recognition, the corner office.”,[object Object],Gen Xers“Freedom is the ultimate reward.”,[object Object],Millennials“Work that has meaning for me.”,[object Object],Source: When Generations Collide - Lancaster & Stillman,[object Object],Practical Effects 2009,[object Object]
balance,[object Object],Traditionalists“Support me in shifting the balance.”,[object Object],Baby Boomers“Help me balance everyone else and find meaning myself.”,[object Object],Gen Xers“Give me balance now, not when I’m sixty-five.”,[object Object],Millennials“Work isn’t everything, I need flexibility so I can balance all my activities.”,[object Object],Source: When Generations Collide - Lancaster & Stillman,[object Object],Practical Effects 2009,[object Object]
retirement,[object Object],Traditionalists – Reward,[object Object],Baby Boomers – Retool,[object Object],Gen Xers – Renew,[object Object],Millennials – Recycle,[object Object],Practical Effects 2009,[object Object]
recruiting,[object Object],Traditionalists – Talk about history and the future.  Tell them how they can help the customer.  Flexible schedule.,[object Object],Practical Effects 2009,[object Object],Boomers - Emphasize company’s values, people-focus, communicate how they can contribute to product/service, status (corner office, parking space), flexible schedule.,[object Object]
recruiting (cont’d),[object Object],Gen Xers - Talk about creative environment.  Offer diverse work experiences.  Emphasize future plans and how they can contribute to them.  Flexible schedule.,[object Object],Millennials - Opportunity to learn new things.  Diverse work experiences.  Mentor them.,[object Object]
retaining,[object Object],Traditionalists – Tend to be loyal.  Many have reached financial security, enough to consider making a move if unhappy.  Turnover among Traditionalists may be a barometer as to how bad retention problems really are. Let them mentor your less experienced employees.,[object Object],Boomers - Show they’re making significant contributions.  Provide challenging work.  Publically recognize their accomplishments.,[object Object],Practical Effects 2009,[object Object]
retaining (cont’d),[object Object],Gen Xers - Do not micromanage.  Give candid, timely feedback.  Encourage informal, open communication.  Use technology to communicate.  Provide learning opportunities.,[object Object],Millennials - Provide good supervision and structure.  Communicate clear objectives.  Emphasize their ability to make a difference.  Use technology to deliver information.  Provide interesting, meaningful work.,[object Object],Practical Effects 2009,[object Object]
much in common,[object Object],Flexible schedules.,[object Object],Provides no long term commitment.,[object Object],Expects their organizations to meet their needs.,[object Object],And, most importantly, all generations value trust and want respect.,[object Object],Practical Effects 2009,[object Object]
bringing them all together,[object Object],Building multi-generation teams may be new to many but early adopters of diversity in the workforce leveraged multi-generational perspectives decades ago, long before it reached the four-generations-workforce stage of today.  Early in my career in the 1980’s, I learned the value of creating teams of true diversity - - crossing all lines and blurring the boundaries.,[object Object],-- Lorraine Rinker,[object Object],Bridging the generations takes a savvy management and leadership team; one capable of walking the talk and following through to allow the differences and similarities of each generation shine in the work environment. ,[object Object],Practical Effects 2009,[object Object]
3 huge benefits of multi-gen teams,[object Object],Active engagement – reduces the risk of group think by encouraging dynamic thinking whereby everyone openly questions and validates the team’s thought process.,[object Object],Increased innovation and creativity – a diverse mix of perspectives will foster new ways of looking at solutions and opportunities giving your organization a competitive advantage.,[object Object],Built-in mentoring – practical way to fill skill gaps; inexperienced members learn how to avoid “old mistakes” and make new ones, experienced members learn how to envision solutions outside their comfort zone. ,[object Object],Practical Effects 2009,[object Object]
how to build multi-gen teams ,[object Object],Know people in terms of:,[object Object],Acceptance/resistance to hierarchies,[object Object],Dealing with change,[object Object],Technology and communication preferences,[object Object],Feedback,[object Object],Work ethic,[object Object],Practical Effects 2009,[object Object]
how to build multi-gen teams ,[object Object],Begin with a culture of inclusion!,[object Object],Competencies that support inclusion:,[object Object],Ongoing renewal and self-awareness,[object Object],Demonstrate respect and recognition,[object Object],Candid communication and dialogue,[object Object],Participative decision making and problem solving,[object Object],Consultative leadership style and advanced moral reasoning ,[object Object],Source: Diversity Matters ,[object Object],Practical Effects 2009,[object Object]
the future is now!,[object Object],Generations of “the young and the clueless”[1] have survived their rise through the ranks with varying degrees of tripping and falling.  We must all remember that every rising star or successful leader past and present was once a fledgling.”,[object Object], –  Lorraine Rinker,[object Object],[1]Phraseadopted from title of Harvard Business Review article Young and Clueless (2003),[object Object],Practical Effects 2009,[object Object]
invest in lateral moves,[object Object],Leadership gaps exist across our economic landscape, but don’t be in such a hurry to move every star performer up the promotion ladder.  A high degree of emotional intelligence is very important today.  Effective leaders need to be able to connect with everyone.  Give your star performer a chance to succeed by assigning him/her cross-functional roles where  negotiation and persuasion skills are the key to influencing people and  get things done.,[object Object],Practical Effects 2009,[object Object]
future leaders need mentors today,[object Object],Leverage the wisdom of your experienced staff and encourage informal learning partnerships between existing and emerging leaders.,[object Object],With mentorsas part of their continual personal development, your managers will learn about different leadership styles and perspectives. ,[object Object],Practical Effects 2009,[object Object]

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Team Building Across Generations

Notas del editor

  1. Cultivate Informal Networks. Encourage the manager to develop informal learning partnerships with peers and mentors in order to expose him to different leadership styles and perspectives. This will provide him with honest and ongoing feedback and continual opportunities to learn.