Generations of Success

 

Why Read This? We live in an unprecedented time when four distinct generations perform individually and collaboratively in our economy. This management white paper will open your eyes to the underlying “generational attractors” that can drive undesirable social/cultural age grouping within any organization. Armed with this knowledge, you will have a greater understanding of each generation and boost your ability to reach them. Your interpersonal communication and perspective will improve and so will your company’s morale, retention and team-building efforts.

 

My Generation:

 

Motivation. Each of us is moved, sometimes from seemingly invisible forces, to act and react in our own unique way. But is it completely unique? Are we as fiercely independent as we believe? Or, is it possible that we share an uncanny number of stereotypical qualities and traits with our “generational cohorts?”

 

There is an old proverb which says that “people are more a product of their times than a product of their parents.” Studies of the similarities between groups of people aim to find what are known as central tendencies. Of course, no one falls neatly or completely into little boxes, but strong similarities exist nonetheless. The fact is we do, indeed, exhibit an undeniable generational personality and perspective in both our personal and professional lives.

 

These motivations were downloaded into our generational consciousness a long time ago. Perhaps, if we step back from our own generational perspective for a moment, we can gain some insight into others; what turns them off, what appeals to them and how best to propel them in a positive direction. Generational groups are extremely cohesive. Think of the friends that you grew up with and the non-parental environmental “noise” to which you were all exposed; movies of the day, popular television shows, hit songs, fashion trends – even the advertising that touched you. These attractors reside deeply in your psyche and provide a good deal of the “glue” that can keep friendships tight forever. And, if it’s in us, you can bet it’s actively motivating our work and our professional relationships. Learning about, accepting and leveraging these differences will make you a better supervisor to your staff, a better colleague to your peers and a better marketer to your prospects. It just might improve a few things at your next family get-together.

 

Why All The Fuss?

 

As a society, we have never before faced this broad generational challenge. At this very moment, we have four distinct generations sharing the workplace. In explaining this, one could point to a variety of contributors; delayed retirement, telecommuting, day care facilities, etc. But the real answer is much simpler. In days gone by, we didn’t “age” … we simply died. Today, females have a life expectancy of 80 years, with males still trailing at 73 years. But in 1900, a woman might expect to live until 52 and a man, on average, made it just to 45. Clearly and thankfully, it’s different now. We’re safer (OSHA), healthier (Antibiotics) and have access to the miracles of medicine (Organ Transplants). So, now that we’re all stuck together … what do we do? First, we need to learn more about who we are and what are our generational traits and motivators.

 

Titles and Timelines:

 

First, let’s establish the names and birth windows for our 4 active generations. It’s generally documented that Veterans were born between the years 1922 and 1943. Baby Boomers were born between 1943 and 1960 (some social scientists say 1964 is the cutoff). Generation X’ers came into the world between 1961 and 1980 and Millennials arrived after 1980. Interestingly, it is very common for each generation to have a period of “overlap”, where people arrive on the cusp of change and can exhibit a less-definable range of traits which can include a sense of being born out of time. For instance, if you were born in 1963 many would consider you to be a Baby Boomer, however you would skew heavily toward the likes and dislikes of Generation X’ers.

 

Let’s take a brief look at our 4 dominant generations and investigate their traits and motivators:

 

Generational Traits and Motivators:

 

1. Veterans are a dutiful bunch who have fought hard and sacrificed much. With a strong civic perspective, they are war-tested and honor-bound. But don’t stigmatize them, they built the infrastructure of our Country and our Corporations and don’t want to be known as “old.” They’ve seen it all; wars, booms and busts, political turmoil, etc. Often conservative, they enjoy an orderly, consistent and respectful workplace. Known for showing deference to broad authority, Veterans might be more motivated in a structured hierarchy where leaders are well-defined. This generation came together for the common good (World War II, Korea, etc.) on more than one occasion. As an employer, give them a mission and they will get the job done.

 

2. Baby Boomers celebrate individuality and optimism in most things they do. Born into a welcoming culture, there was never a better time to be a child. Certain desires (education, success, spending power, etc.) became tantamount to birthrights as their parents worked hard “to give them a better life.” Democratic, team-oriented and casual work environments feel right for Boomers – use those environments to bring out their best. Boomers are a driven and ambitious group. They have a love/hate relationship with authority. By fostering individual relationships (they are not afraid to get personal), using consensus building through teams and supplying Boomers with meaningful opportunities for gratification and attention, you will create strong motivating tools for success.

 

 

3. Generation X’ers, first off, hate being labeled. Contrary to popular myth, they are not a cohort of “slackers.” They are a pragmatic and diverse group. Often saddled with two jobs, they are a savvy collection of savers who hedge their financial bets. This is the generation that watched their parents right-sized out of their jobs, so trust is something you will have to earn with them. Unimpressed by authority, the X’er values competence in the workplace and prefers straight-forward communications. Avoid double-speak, clichés and buzzwords at all costs. If you want to truly motivate them, give them genuine mentoring, professional development and flexibility in their work hours and work styles. Only promise what you can deliver and get “serious” about letting some “fun” in the workplace.

 

4. Just now entering the workforce, Millennials are already displaying their own traits and their own unique affinity to The Veteran. They love and empathize their grandparents. Digital in diapers, they are often the household’s Chief Technology Officer of their household. For the first time in history, children are more comfortable and literate than most of their parents about the technical innovation central to our society and economy. These children of the “soccer moms” are generally optimistic, environmentally-conscious with a 24/7, super connected global outlook. Early indications show that they have high expectations of what they will achieve through work and will hold their employers duty-bound to be socially aware and planet-friendly. They will be the real force behind the coming green movement.

 

Generations of Success:

 

Were all of us keenly aware of our generational personalities, one could imagine huge drops in workplace friction, as each of us knew how to really reach and inspire our partners and staff. Teams would be more productive if each member understood and appreciated the different motivations and contributions made by differing generations. Bickering workers would often see that their “fight” was not so much with each other as a generational issue in the clever disguise of workplace rancor. Our staffs would use language and generational intelligence (GI) to appeal to the innermost chambers of others – which includes clients.

 

We’ve grown up with the idea that Generation Gaps are chasms forever holding groups apart. But that’s just not the case. When you look only for differences, that’s all you’re bound to find. More often than not, there is no gap – just simply different reflections and perspectives. The figurative bridges that allow for meaningful communication, to both colleague and customer, are suspended on the cables of awareness and acceptance.

 

The Big Messages

 

Know your Customers and know the “story” of their Generation.

Marketing dollars and consumer consumption are no longer “age discriminate.”

Deeply implanted Generational “markers” do not change just because of life-stage. People turning 50 didn’t abandon The Rolling Stones or Coca Cola. Don’t make this mistake.

 

Conduct your own research about your current, prospective and highly-desired clients and co-workers.

As marketers, as colleagues, as family members and fellow human beings … do unto others,

keeping their preferences in mind.

 

Don’t just know your clients and colleagues … know their stories, know the stage upon which their lives have unfolded, know the language and environment in which they thrive. Only then will you know how to reach them, encourage them and, ultimately, enrich them.

 

 

Traci Totino, PhD