Hi Gail,

I’d suggest starting with style, or what I like to think of as the “lens” through which each generation sees the workplace.  I write a lot about the lens of each generation; I think you’ll find it easy to obtain that background.  I’ll also provide a list of key characteristics, below.  (Note that these are U.S. characteristics; I also write about the generations in other countries, but I’m assuming you’re looking at the U.S.)

Traditionalists:
Joiners—eager to “join the world” and get a piece of the pie
Loyal to institutions
Accepting of hierarchy and rules
Accustomed to using money as a metric of success

Boomers:
Competitive
See life as a game of Musical Chairs—a zero sum world
Anti-authoritarian
Idealistic

Generation X’ers:
Self-reliant
Mistrustful of institutions
Tribal
Dedicated parents

Generation Y’s:
Immediate
Confident, upbeat and determined
Tolerant and spiritual
Family-centric

Then I’d suggest looking for articles that describe the leadership practices of various individuals of different ages and see what parallels you can observe.  I wouldn’t limit myself to business applications, since many Gen Y’s may be leaders in non-profit or other environments outside corporations.

I hope that helps!  Good luck with your work.  I’d love to have a copy of your paper when you are through, if you’re open to sharing it.

All the best,
Tammy

Related Reading:

Collaborating in a Multi-Generational Workforce

Filed under: Comparisons Among the Generations | Published: 03/20/12

Dear Omar,
I’ve found a wide range of relationships between members of Gen X and Y. In some cases, the X’ers are invigorated by the Y’s and enjoy the new ideas and “push” they bring to the workplace.

However, in many cases, I’ve found that X’ers are annoyed by Y’s.  It’s important to remember that X’ers entered the workplace at a time when few people were worrying about how to keep them happy. X’ers slipped into whatever slots were available, given the large number of Boomers who had preceded them, and have had to work hard to advance.  Many feel that the priority companies have placed on attracting and retaining Y’s is a bit unfair, since there was little of that thinking when they were newcomers.  Many also find the Y’s unrealistic in their desires to advance, and secretly worry that the Y’s will advance right past them.

My hope is that a better understanding of why people approach work they way they do will help reduce any irritation, and allow the generations to work together more effectively. X’ers and Y’s have the potential to make a great team—for example, they both use social media and are committed to integrating it into their business activities.

I’d love to hear more about your thoughts and observations.

Best,

Tammy

Related Reading:

Generational Perspectives Can Strengthen Your Strategy

Filed under: Comparisons Among the Generations | Published: 03/07/12

Hi Raj,

Congratulations on the strengths you’ve demonstrated – and the fact that they have been recognized through a number of awards.

I suspect the issue you’re struggling with may have less to do with your physical appearance of youth, than with people’s perceptions of the strengths you have to offer.  Ironically, often what makes you successful at one stage in your career is not what people are looking for in individuals who move to the next level.  So, by communicating your successes more broadly, you may be reinforcing people’s perceptions that you are well-suited to your current role.

In general, we go through three types of responsibilities as we move up the hierarchy:  from a focus on content – that is, on the nature of the work itself, to process – managing and coordinating various elements of a project, to context – creating environments in which others can succeed.  If you are perceived as someone who is excellent in doing the work itself and/or in managing projects, you are setting yourself up for awards – and for remaining in the same role for many years.  To move into top management, you need to impress people that you have the skills associated with context – that is, with helping others succeed.  Talk about how you’re creating engagement within your team, how you’re mentoring others, ideas you have to make the overall workplace more productive, and so.

Best wishes for success!

Tammy

Related Reading:

Managing Teams and Talent

Filed under: Career Strategies | Published: 02/29/12

Hi Anna,
Ah, what an important question!  And one that is of serious concern to me, as well.  I, too, have found that it is very difficult to help Boomers understand that their view of the world (“our” view, I must say, since I am one) is not necessarily shared by everyone.

Here’s my best trick:  I ask them if they have children.  If the answer is “yes,” I’m well on my way.  I then ask them if their own children would like [to work in this company], [to abide by this practice], etc.  This stops many Boomers in their tracks.  I’ve had many say, “well, no, my child wouldn’t like this . . . “, to which I say, “I suspect other parents’ children won’t, as well.”

In other words, bring it down to the personal level.  I once asked a leadership team of a major corporation how many of them had recommended to their own children that they apply for a job at this company.  Not one hand was raised.  And, in many ways, my job was done at that point.  They had the message:  if this isn’t a company they would recommend to their own children, on what basis would they recommend it to other children?

Boomers still have that idealistic streak that they developed as teens—it’s been buried for 30+ years, but you can tap into it if you get them thinking about building a corporation that their children would love.

All the best,

Tammy

Related Reading:

Corporate Myths: The Future of Talent Management

Filed under: Boomers | Published: 01/11/12

Hi Rudy,
I think the biggest issue facing OD is the challenge of helping organizations transform to take advantage of the capabilities offered by new social media technology. Here’s my perspective:

New technologies are making their way into the workplace, offering significant improvements in generating, capturing, and sharing knowledge, finding helpful colleagues and information, tapping into new sources of innovation and expertise, and harnessing the “wisdom of crowds.” Over time, these collaborative technologies will change the way work is done and the way organizations function. They will shift the way we interact with people on our teams, find external expertise when it’s needed, and share ideas and observations more broadly.

We are on the brink of an important transformation. Today’s technologies enable a very different level of business performance. The frontier of human productive capacity is the power of extended collaboration – the ability to work together beyond the scope of small groups.

But realizing the benefits of these new capabilities is not as straightforward as installing a document-sharing or Facebook-like application inside your organization. People aren’t necessarily as motivated to share documents at work as they are to share baby photos in their personal lives. Identifying relevant business connections isn’t as clear cut as finding old high school friends. The range of activities that collaborative technologies can take on to enhance performance and drive increased productivity in the workplace is far broader than the activities most of us have explored during our personal use. Perhaps most importantly, many of our existing work practices actually hinder the successful use of extended collaboration.

I’d love to hear your thoughts.
Best,
Tammy

Related Reading:

Building Organizations to Leverage Collaborative Technologies

Filed under: Innovation | Published: 12/06/11

Dear Nurit,

Thank you very much for your note.

I work with a number of global organizations that are trying hard to develop generationally-sensitive approaches for employees around the world, although most would be quick to say that they’ve still got work to do.

Of the companies you mentioned, IBM has implemented a number of interesting practices. They have legitimized virtual work—a practice that appeals to many, but particularly to Gen Y’s. They train leaders in generational sensitivity—how to recognize and respond to legitimate differences among the generations. And their staffing approach encourages teams to tap into the best qualified person for the job—regardless of the individual’s seniority or location.

Here’s a quick re-cap of some of the Y-friendly practices I think are most helpful:

•Communicate, particularly during the recruiting process, in Y-friendly ways
•Address parents as an explicit part of your recruiting strategy – messaging, awareness, concerns
•Shift performance management to focus on task completion, not time spent
•Embrace time shifting, asynchronous work, and flexible schedules
•Invest in technology . . . and in your technology skills – leverage technology to create efficient processes
•Provide frequent feedback – coach first-line managers to teach, rather than assess
•Create a collaborative, team-based environment
•Encourage Boomers in your midst to mentor Y’s
•Don’t over-define the task – let Y’s “figure it out”
•Re-design career paths to offer frequent, lateral moves – not necessarily up
•Provide world-class learning opportunities in all forms

I hope this helps.  I’d love to hear of interesting practices you uncover as you continue to study firms in Israel.

And thank you for following my work.

Warmly,

Tammy

Related Reading:

Leadership, Gen Y Style

Filed under: Generation Y | Published: 11/10/11

I have written about the evolution of loyalty between employees and their respective corporations.  In one of my blogs at Harvard Business Review, I look at this loyalty question. I call it trust.

Here’s the equation I believe will form the basis of trust between corporations and workers for the decades ahead: The organization will provide interesting and challenging work. The individual will invest discretionary effort in the task and produce relevant results. When one or both sides of this equation are no longer possible (for whatever reasons) the relationship will end. So if the organization no longer has interesting or challenging work for the individual to do, or if the individual is no longer willing or able to engage in the work — to invest the levels of discretionary effort required for excellent results — it is in everyone’s best interest to part ways.

The implications to this new way of working together will clearly change business talent management practices. It will require strengthening engagement and the quality of the immediate opportunities within the organization.

Related Reading:

The Shifting Definition of Worker Loyalty

Filed under: Surviving in Today's Economy | Published: 10/27/11

Hi Jim,

Thanks very much for sharing your perspective.  I do agree that the recovery period will be long, in large part because we are working our way through a structural change in the economy.  I don’t think manufacturing jobs will return in significant numbers—and opportunities for individuals without a college education will remain limited.  I am optimistic, however, for a growing demand for individuals with relevant knowledge and expertise.

Best,

Tammy

Filed under: Surviving in Today's Economy | Published: 01/16/11

Hi John—

I’m not sure I totally understand your question, but let me give it a try.  If I’ve missed the mark, please come back with clarification.

I don’t find that the drivers of motivation vary with context.  I do find that they vary by individual:  different people are motivated by different things.  Some work environments, some contexts, are closely aligned with some people’s drivers, but not with others.  As a result, in any given context, people who are aligned with the characteristics of that environment are more likely to be motivated than others.

If leaders don’t have a good understanding of what matters to employees, they won’t understand why people are or are not motivated.

Does that help?

Sincerely,

Tammy

Filed under: Talent Management Approaches | Published: 01/15/11

Dear Thais,

Because the generations are shaped by the events that occurred during their formative years (roughly ages 11 - 14+), they vary significantly from country to country around the world.

A summary of my research on Brazil is included, below.  I hope you find it helpful.

Warmly,

Tammy

Brazil

From the mid-1990’s forward, Brazil’s economy has stabilized and grown.  Brazil has emerged as a major player on the world stage with strengthening international relations, although charges of corruption have tainted the local government.  Generation Y’s developed with excitement about participating in the global economy and proud of Brazil’s emerging international status.  Although disdainful of politics, this generation is optimistic and immediate, with a desire to make things better and gain success now.  Like other Gen Y’s around the world, they grew up as “digital natives,” highly comfortable with today’s technology.

Related Reading:

Generations and Geography

Filed under: Comparisons Among the Generations | Published: 01/15/11

Hi Lisa,

I don’t think that the characterization of generations in the U.S. extends around the world.  Generations are shaped by the events that happened during an individual’s formative years (roughly ages 11-14+).  The events that were occuring in Eastern Europe over the last half century were very different from the events in the United States during this same period. 

I haven’t studied most of the Eastern European countries in detail, however, I’ve included (below) a short piece on the generations in Russia that illustrates some of the differences.  I hope this helps.

Warmly,

Tammy

Russia

As World War II came to an end, Russia was part of the Union of Soviet Socialist Republics (USSR), a strict socialist society under Stalin.  Conditions in the 1940s and early 1950s were extremely difficult:  starvation, forced labor and ethnic persecution.  The generation shaped during these years was fatalistic, enduring, and hard-working.  They developed a practical attitude and became savvy about affiliating with the “right” people, always cognizant of the dominant authority of the Communist Party.  After Stalin death, Khrushchev assumed power and liberalized some policies.

The events of the mid-1990s through the late 2000s were marked by a significant economic downturn through the 1990s, followed by a rapid boom in the early 2000s, creating an uneven distribution of wealth.  The generation shaped during these years is optimistic for the future, sees opportunity in the more open economy, and is hard-working and willing to sacrifice work-life balance for career advancement.  During these years, Prime Minister Putin centralized power in Moscow, took a hard-line stance against Chechnya’s desire for independence, and sent tanks to support Georgian-attacked separatist regions and severs diplomatic ties with Georgia.  The violence, including the Beslan school massacre, left this generation feeling a sense of immediacy like many of its contemporaries around the globe.

Related Reading:

Generations and Geography

Filed under: Comparisons Among the Generations | Published: 01/15/11

Hi Laura,

I’m a big fan of the Mass Career Customization approach and believe it will have a positive impact on the loyalty of Gen X and Gen Y associates to their companies.  (For anyone who is not familiar with this, I recommend the book by this title, available on Amazon.)  Both generations value choice and flexibility, which is what this approach provides. 

All the best,

Tammy

Filed under: Talent Management Approaches | Published: 01/15/11

Dear Shesgiri,

How lucky you are to have a good sense of the type of work that you find fulfilling.  I’m such a strong believer in the importance of finding your “Life Lure”—the work that will engage you.

Now you need to find that work.  I encourage you to begin an active process to find another opportunity to work as an Online Brand Manager.

Good luck and best wishes,

Tammy

Filed under: Career Strategies | Published: 01/15/11

Dear Greg,

Unfortunately, I think the severity of the economic downturn caught everyone off-guard.  I suspect the reason you had so much trouble finding out what was happening to your promised development opportunities was that no one really knew.  The folks running the program were probably almost as disappointed as you, to find that their budgets were being frozen—and undoubtedly embarrassed to have to back-track on the things you’d been promised.

I think you’re being prudent to keep in touch with the external market—while, of course, working to succeed in your new role. 

It’s very difficult to predict what will happen in your firm.  On one hand, as business rebounds, I’d like to think that you’d be at the top of everyone’s list to get back onto the fast track.  Unfortunately, corporate realities often don’t work that way.  It’s entirely possible—in fact, from my experience, likely—that the game will be reset.  In other words, when the leadership development program begins again (and I do think it will in some form), the selection of the participants will start with a clean slate, looking at those who have excelled during the recession.  It’s essential that you continue to excel at your current company—and, it’s wise to keep your eyes open externally, as well.

Best wishes for continued success,

Tammy

Filed under: Career Strategies | Published: 01/15/11

Hi Steve,

Yes, I do a lot of work with managers and senior executives on how best to work with Gen Y’s.  I agree that threats don’t work well with this generation.

My basic advice is to give them work that is both important and challenging—and let them figure out how to get it done.  In other words, re importance, make sure they understand how the task they’ve been asked to accomplish contributes to the bigger picture.  Don’t over-specify how to do the work; this generation doesn’t respond well to a 20-step process, with little room for variation.  Tell them the end objective, and give them some flexibility to figure out the best way to get there, whenever possible.  (I recognize, of course, that not all tasks allow this flexibility due to regulations, safety constraints, and so on.)  I suspect the situations you’ve experienced, when Y’s try to shift their work to others, are indications that they’re finding the work boring and unchallenging.

There are several documents on my website that may be helpful to you.  In addition, my book Retire Retirement, written to Boomers, includes advice on working with other generations in the workplace.

I hope this helps.

Warmly,

Tammy

Filed under: Generation Y | Published: 01/15/11