The different generations represented in the workplace have different strengths that must be wisely managed to minimize conflict and ensure that everyone is fully engaged. Enlightened leaders at all levels create a workplace culture that supports and nourishes the unique motivations and values of the various generations.
Learning how to work, live and play together is crucial, and every manager must master ways to bridge generational gaps. Managerial competence requires a coordinated, collaborative strategy to leverage each generation’s strengths and neutralize its liabilities.
Issues You Can’t Ignore
Here’s why your company can’t afford to keep doing things the way they’ve always been done, hoping people will work out the details among themselves:
Gen X is a smaller generation, almost half the size of the Boomer generation. Gen Y is large—very large. This newer generation is much larger than the 77 million Boomers. Combined, Gen X and Gen Y already outnumber the Boomers and Seniors, making the 40 and younger crowd the largest segment of the workplace. Boomers no longer hold the majority vote, although most hold positions of power and responsibility.
This transition in power and influence is not something organizations can avoid or ignore. Managers must learn to leverage each generation’s strengths for the benefit of all, or risk becoming less efficient and productive because of the inherent conflicts.
There is no room to allow tradition and convenience to hinder changes that boost performance and productivity. There’s also not much room for generational judging or complaining.
Managers must create opportunities for a multigenerational work force to share its differences. To hire and retain high performers, leaders must also provide flexible options. Look for ways to benefit from each generation’s assets to inspire understanding, collaboration and creativity.
One of the most important questions to ask is “Does my workplace benefit from each generation’s strengths to inspire understanding, collaboration and creativity?” Emotionally intelligent and socially intelligent organizations provide executive coaching as part of their high performance leadership development program.
Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help you better understand generational differences. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.
About Dr. Maynard Brusman
Dr. Maynard Brusman is a consulting psychologist, executive coach and trusted advisor to senior leadership teams. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies and law firms assess, select, coach, and retain emotionally intelligent leaders. Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.
For more information, please go to http://www.workingresources.com, write to [email protected], or call 415-546-1252.
Subscribe to Working Resources Newsletter: http://www.workingresources.com
Visit Maynard's Blog: http://www.workingresourcesblog.com
Connect with me on these Social Media sites.
http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman
http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/maynardbrusman
Comments