By Harrell Kerkhoff,
Maintenance Sales News Editor
What would happen if you used employees from five generations to work in one setting? Would it lead to success or utter chaos? According to Scott Lesnick, global leadership keynote speaker and author at Successful Business Solutions, it can — and does — work if the following connecting standards are put into play between management and members of the different generations. The seven connectors are: Respect, Listening, Mentoring/Training, setting the Big Picture, Communication, Positive Feedback and sharing Ideas/Knowledge.
“In order to improve retention and productivity within a company that has employees from different generations, it’s also important to better understand each of those generations and create a personal connection among them,” Lesnick said, during a recent educational session.
He added it’s important company leaders:
■ Define each generation;
■ Learn about each generation’s wants and desires from work;
■ Understand generational characteristics; and,
■ Learn how to communicate and connect with members from each generation for continued success.
Lesnick stressed that just as no two people are exactly alike, not all people within a specific generation are the same. Information and characteristics about each generation are, in essence, just a generalization.
“You may hear information about your own generation and think, ‘Well, that’s not me,’ which is completely normal,” Lesnick said. “Many people also relate to being part of two generations.”
As a business owner, manager or supervisor, providing proper leadership is key to successfully motivating employees from different generations for the best results.
“It’s important, for example, to understand how different generations prefer to apply for a position at a company,” Lesnick said. “That may involve updating your company’s online presence and referral approaches. Keeping up with new work trends is vital as well, such as adding flexible work hours and possibly a four-day workweek.
“It’s good to have a deeper understanding of each generation’s work habits, which involves what is important and matters the most for people of different ages.”
Lesnick added there are consultants available to help company officials attract, and better understand, employees who represent different generations. The end result could be a well-balanced workforce. Producing online videos and using testimonials are other ways businesses can attract the best candidates from various age groups.
KNOW YOUR
GENERATIONS
It’s conceivable that people from five generations can be found working together within a company. Lesnick provided a detailed generalization of each of those groups, and discussed what they “bring to the table” for a business.
■ Silent Generation (Born 1922 to 1945) — Although this group now comprises less than 1 percent of today’s workforce, there are still several million workers representing the silent generation. Generally speaking, they are known for being disciplined, place a strong emphasis on teamwork and prefer face-to-face interaction. They are also known to follow rules, thrive on hard work, look at work as an obligation, lead with a “command and control” style, and best communicate through formal means.
“This generation has accomplished a lot,” Lesnick said. “An interesting thing about all generations — each one moves the country forward, and does so in its own way.”
■ Baby Boomers (Born 1946 to 1964) — Now making up 25 percent of the workforce, this generation is known for its sheer size, having been born in a nearly two-decade period after World War II — during an era of optimism, opportunity and progress. The majority of baby boomers grew up in a two-parent household, prefer face-to-face communication, email and text, and are generally good, but not great, with technology.
Many baby boomers can also be described as “workaholics,” achieve personal fulfillment from work, like meetings but can work remotely, have a leadership style described as “collegial-mutually respective,” can find difficulties balancing work and family, and see importance in the amount of money made and job title received.
Lesnick added a good number of baby boomers are now working part time because they want/need to, are often hired as contract workers after retirement, and are currently going through a “silver tsunami,” as 10,000 “boomers” are retiring each and every day.
“Although it’s often true that change gets harder the older you get, not all ‘boomers’ are opposed to change,” Lesnick said. “It just may take them a little longer to adjust. Members of this generation often play a key role in the workforce by serving as mentors.”
■ Generation X (Born 1965 to 1982) — Comprising 33 percent of today’s workforce, Gen Xers were born into a rapidly changing social and economic climate. Both parents likely worked, there were rising divorce rates and overall downsizing was taking place. Gen Xers also experienced the emergence of high-tech and communicate the best via text, email and face-to-face.
According to Lesnick, members of this generation tend to be more independent, like to follow fewer rules, seek fast feedback from others, like structure and direction, are not afraid to challenge leadership, are better at balancing family and work, and are smaller in overall size compared to baby boomers and millennials.
“Gen Xers are also not afraid to ask more questions and see the need to use fewer resources for a better environment,” Lesnick said.
■ Generation Y/Millennials (Born 1977 to 1995) — The largest generation currently in the workforce at 35 percent, millennials generally prefer to communicate via text and email, are fast leaners, very social, confident and realistic, like to think “outside of the box,” and are open to new ideas.
Millennials are also characterized as being good multitaskers, are entrepreneurial, creative and passionate, and may be less committed to specific jobs/careers compared to those of other generations.
“As an employer, it’s important to understand that millennials are now the largest generation in today’s workforce, and they like to be flexible and agile. As a company, if you can’t provide that type of environment, they will go somewhere else,” Lesnick said. “However, many members of this generation are willing to remain with a company if presented with good reasons to stay. That includes mentoring opportunities, career advancement and being with a company that is willing to make a bigger difference within a community. ‘Inclusion’ is also extremely important to this generation.
“As a business owner or manager, it’s important to develop relationships with millennials that are cordial, open to communication and show the capability of listening. In doing so, you will better retain this incredibly important demographic. (Millennials) have a lot of power right now, and many of them realize their strengths.
“Each generation likes to do things its own way. Millennials are no different. In order to retain them as employees, it’s up to company leaders to adapt. In response, hopefully millennials will mention to their friends that your company is a good place to work.”
■ Generation Z: (Born 1996 to 2010) — Although young, Gen Z now represents 5 percent of the workforce and is growing fast. Members were raised during The War on Terror, The Great Recession, COVID-19 with home schooling and isolation, and grew up using smartphones and social media. They are characterized as being really fast learners, driven and practical.
Lesnick added many members of Generation Z are entrepreneurial and want their own companies. They communicate best via smartphone and email, and their “network of people” represents their true power — even more so than their job qualifications.
“Members of Generation Z often appear to be a combination of the silent generation and millennials on steroids,” Lesnick said. “They do things incredibly quick, but are a little different than millennials in that they tend to want to stay at a job longer. Money is also important, but it’s not always their top objective.”
WHAT TO AVOID,
WHAT TO DO
Despite their differences, generations can, and do, work well together within many workplace settings. Certain management behaviors and habits, however, can plague businesses from realizing true potential, no matter which generations are involved. They include:
■ Over-micromanaging employees — “I am not going to ask for a show of hands of those here who like to be over-micromanaged, because I know no hands would go up,” Lesnick said; and,
■ Failure to actively listen — “The key to connecting with people across generations begins with proper communication and truly listening,” Lesnick said. “It doesn’t matter which generation people represent, if they are not being properly listened to, they are not being served and helped.”
He added that the lack of listening prompts the squashing of ideas, information and knowledge sharing. That is true for large organizations to mom-and-pop shops.
“If there are employees with the feeling, ‘My company doesn’t listen to me and doesn’t care,’ that is a problem,” Lesnick said.
Other bad management behaviors include the lack of mentors for assistance, and not taking employee training and growth potential seriously.
Conversely, one management behavior that company owners and managers may want to take advantage of is the use of humor.
“A little levity can go a long way to helping employees become happier and more productive,” Lesnick said.
He added a study conducted by the University of Warwick, in England, showed happier workers were 12 percent more productive, which translates to adding an extra day to a two-week pay period.
Overall, to successfully navigate within each generation, company leaders should properly understand the cultural differences among those generations, and help create a personal connection with all employees/staff.
“As a leader, if you can mingle, ask questions and then simply listen to what people have to say, you will learn so much about your organization and about your people. That will make you a stronger leader,” Lesnick said.
The bottom line to greater connectivity when working with different generations, he added, is to:
■ Maximize, locate and utilize each generation’s strengths;
■ Realize that each generation is different, and understand flexibility is important;
■ Appreciate each generation’s differences and continue conversations;
■ Mentor, which increases productivity, grows relationships and improves opportunities for advancement; and,
■ Inclusion, which creates better cooperation between all generations.
The key objective, Lesnick concluded, is for company leaders to play an important role in successfully blending generations and cultures together, for the overall benefit of their organizations.
Contact Scott Lesnick, Global Leadership Keynote Speaker, CSP, and certified
speaking professional and author,
by visiting www.scottlesnick.com. |
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