I was born in 1946 right after World War 11. I am definitely a Boomer!
I often find it fascinating coaching clients across different generations. What motivates one person is very different for another. Each person is unique, but there are some interesting generational themes and patterns.
Do you see the various generations having different values and beliefs about workplace success ?
Younger generations or the so-called Gen Xers and New Millennials comprise half the U.S. work force. The other half consists of 45% Baby Boomers and 5% veterans, many of whom are charged with motivating newer employees.
But what happens when generations don’t share the same values and beliefs about workplace success?
Business consultant Cam Marston presents new insights into managing across the generational divide in Motivating the “What’s In It For Me?” Workforce (2007, John Wiley & Sons). Now, more than ever, American workers born after 1965 aren’t following in their elders’ footsteps. They have different workplace values and definitions of success.
Baby Boomers, born between 1946 and 1965, occupy most positions of power and responsibility on organizational charts. Most of today’s corporate management practices still reflect the systems and values of their predecessors, the veterans.
Gen Xers and Millennials therefore present unique challenges for Boomer managers. They aren’t interested in time-honored traditions or “the way things have always been done.” Rather, they’re single-mindedly focused on what it takes to get ahead and reach their perceived career destination.
This group shuns past definitions of success: climbing the company ladder and earning the rewards that come with greater responsibility. The company ladder, in their view, is irrelevant.
Mature workers and Boomers in managerial and leadership positions struggle with these differing values and beliefs, wondering how to motivate their younger colleagues. If promotions, raises and bonuses fail to motivate, then what does the trick?
We can identify several differences in values. The new generation of workers has:
1. A work ethic that no longer respects or values 10-hour workdays
2. An easily attained competence in new technologies and a facility to master even newer ones with little discomfort
3. Tenuous to nonexistent loyalty to any organization
4. Changed priorities for lifetime goals achievable by employment
The most significant changes in perspective involve time, technology and loyalty.
What are your thoughts regarding the values of different generations?
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