Great leaders know how to inspire and motivate all kinds of people. Workers are motivated in different ways.
You need to discover what is meaningful to each employee on a deep level. Why do they come to work? Why do they stay? I coach a number of "older" leaders who are sometimes baffled by the "inner workings" of their younger colleagues
Do you feel that you know your younger workers? Taking a coach approach and learning to ask powerful questions can often reveal what truly matters.
How can leaders harness a multi-generational work force’s skills? What is required to lead young people who believe Boomers are outdated and out of touch?
Leaders should ask themselves the following questions:
1. What do my employees want from their jobs, bosses and work experience?
2. How do salary, benefits and promotion opportunities affect loyalty?
3. How do my direct reports define themselves? How do one’s job and the company enter into this equation?
4. Do my newer workers believe in paying their dues for a given time period, or are they motivated by challenges and self-fulfillment right from the very beginning?
5. How self-sufficient are my younger workers? Are they still living at home? How much are they committed to their jobs as their only means of support?
For younger generations, the job future has never been more precarious and uncertain. As a leader, one of your primary responsibilities is attracting and retaining employees, especially talented ones.
You must learn to put yourself in the younger generations’ shoes, without prejudice or judgment, even though it’s human nature to view them as inexperienced and naive.
Bridging the Gap
The generational gap has never been wider. On one side, we have an entrenched group with 30+ years of workplace experience, often with only a few companies. Most believe there’s only one way of doing things, including carrot-and-stick motivation.
On the other side, we have a large, skittish group of employees who have entered the workplace with college degrees, superior technical skills, and completely different life and work strategies.
The gap can, and must, be bridged. If you’re in the older managerial group, you must learn to make adjustments to get the most from — and give the most to — the vast population of younger employees.
Your challenge is straightforward, yet complex: You must determine which personal differences are superficial and which convictions are deeply held. Then, reconcile the valid convictions with the traditional work-force hierarchy model. There is no escape! Each group must make a concerted effort to understand the other so teams can discover the best ways to define workplace success.
Are you up to the challenge? You might consider working with a coach who can help you communicate effectively with employees of all ages.
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