Talking about the Generations: Communicating with and Managing Intergenerational Teams Rikke S. Ogawa Jeff Williams December 11, 2013 Webinar Outline • About us and our generation • Origin of Generational Theory • Workplace: Three Theses • Case Studies – hear from you • Our Approach: effectively working with intergenerational teams • Questions About Us • Rikke – Gen X – 16 years working in academic health sciences libraries – Management experience with librarians, non-librarian staff, and students • First supervisory experience: all supervised employees were approximately 2x her age • Currently lead a team of students, librarians and staff spanning several generations • Jeff – Gen X – 15 years working in academic health sciences libraries – Management experience with librarians, non-librarian staff, and students • Most memorable experience – first librarian he supervised was 60 years old • Currently lead team of eight librarians spanning Millennial to Baby Boomer Origin of Generational Theory • 1991 Book: Generations: The History of America's Future, 1584 to 2069 , by William Strauss and Neil Howe – Published subsequent books on different generations: • 1993: 13th Gen: Abort, Retry, Ignore, Fail? , about Generation X • 1997: The Fourth Turning: An American Prophecy, examined generational concept farther back in history • 2000: Millennials Rising: The Next Great Generation . Credited with term “Millennials” http://en.wikipedia.org/wiki/William_Strauss ; http://www.lifecourse.com/about/strauss.html http://en.wikipedia.org/wiki/Neil_Howe ; http://www.lifecourse.com/about/leadership-team/howe.html http://en.wikipedia.org/wiki/Strauss%E2%80%93Howe_generational_theory Generational Theory • Recurring generational cycle in American history. – Starting in 1588: “Puritan” generation (1588-1617) Through “Homeland” generation (2005- ) • Four major generation archetypes: – Prophet – Nomad – Hero – Artist Strauss, William; Neil Howe. (1991) Generations: The History of America's Future, 1584-2069 . New York: Morrow. http://en.wikipedia.org/wiki/Strauss%E2%80%93Howe_generational_theory Howe, Neil & William Strauss. The Next 20 Years: How Customer and Workforce Attitudes Will Evolve. Harvard Business Review. (2007) 85 (7-8) 41-52, 191 Archetypes • Artist : Overprotected children > conformist young adults > process- oriented middle-aged adult leaders > thoughtful elders. – Past generations: John Quincy Adams, Andrew Jackson, Theodore Roosevelt – Today: Silent Generation (1925-1942) Sandra Day O’Conner • Prophe t: Indulged children > self -absorbed young adults > moralistic middle-aged adults> wise elders. – Past generations: Benjamin Franklin, Abraham Lincoln, Franklin Roosevelt – TODAY: Baby Boomers (1943-1960) Bill Clinton http://en.wikipedia.org/wiki/Strauss%E2%80%93Howe_generational_theory Howe, Neil & William Strauss. The Next 20 Years: How Customer and Workforce Attitudes Will Evolve. Harvard Business Review. (2007) 85 (7-8) 41-52, 191. Archetypes • Nomad : Under-protected children > alienated young adults > pragmatic middle-aged adults > resilient elders. – Past generations: George Washington, Ulysses Grant, Harry Truman – TODAY: Generation X (1961-1981) Kurt Cobain • Hero : Protected children > optimistic young adults > overly-confident middle-aged adults > politically powerful elders. – Past generations: Thomas Jefferson, John F. Kennedy, Ronald Reagan – TODAY: Millennials (1982-2005) Lady Gaga Generations in the Workplace Silent Generation Baby Boomers Generation X Millennials 1925-1942 1943-1960 1961-1981 1982-2005 Respect authority Individuality Self-reliant Image-conscious Dedicated Goal oriented Questioning Optimistic Strong work ethic Service oriented Respect production Need supervision over tenure and structure Strong Team oriented interpersonal skills Loyal to individuals, Team oriented Career equals not organizations Loyal, and expect identity Want job that is employer loyalty Want open personally fulfilling Process oriented to communication Don’t like conflict a fault Value instant Skeptical gratification AARP - Leading a Multigenerational Workforce - http://assets.aarp.org/www.aarp.org_/cs/misc/leading_a_multigenerational_workforce.pdf American Hospital Association: Workforce 2015: Strategy Trumps Shortage Managerial Expectations Generation Like managers that… Hate managers that… Silent Take a logical approach Are too touchy-feely Are fair and consistent Indecisive Provide clear job Disorganized expectations Baby Boomers Treat them as equals Aren’t open to input Show warmth and caring Bureaucratic Tell them they’re making a Don’t show interest difference Generation X Genuine Micro-manage Informal Too process focused Flexible Schmooze Millennials Support their personal goals Are cynical and sarcastic Use a coaching and Treat them as if they’re too young supportive approach Are inconsistent AARP - Leading a Multigenerational Workforce - http://assets.aarp.org/www.aarp.org_/cs/misc/leading_a_multigenerational_workforce.pdf American Hospital Association: Workforce 2015: Strategy Trumps Shortage GENERATIONS IN THE WORK PLACE: THREE MAIN THESES 1: Characteristics are helpful, but not ultimate truth Lack of empirical evidence to suggest true differences in work attitude. Deal JJ, Altman DG, Rogelberg SG. “Millenials at Work: What We Know and What We Need to Do (If Anything).” Journal of Business Psychology (2010) 25:191–199 1: Characteristics are helpful, but not ultimate truth • No significant difference in hours worked • Small differences in work centrality • No differences in altruistic values of work • Slightly higher job satisfaction with Millenials Deal JJ, Altman DG, Rogelberg SG. “Millenials at Work: What We Know and What We Need to Do (If Anything).” Journal of Business Psychology (2010) 25:191–199 2: Take an individual approach 1) What factors in the employee’s experience might be causing this behavior? 2) Is this person really so different from older employees? Valcour , M. “Hitting The Intergenerational Sweet Spot” HBR Blog Network, May 27, 2013. Available online at: http://blogs.hbr.org/2013/05/hitting-the-intergenerational/ 3: Acknowledge the underlying commonality across generations Expectations for Employers 1. To work on challenging projects. 2. Competitive compensation. 3. Opportunities for advancement and growth 4. To be fairly treated. 5. Work-life balance. White, M. Rethinking Generation Gaps in the Workplace: Focus on Shared Values. UNC Executive Development, 2011. Available online at: http://www.kenan-flagler.unc.edu/executive- development/about/~/media/C8FC09AEF03743BE91112418FEE286D0.ashx 3: Acknowledge the underlying commonality across generations Expectations for Coworkers 1. Respectful communication 2. Value contributions 3. Dedication to work 4. Reasonableness 5. Clear expectations CASE STUDIES & DISCUSSION Case Study: Well that was a little bold now. Wasn’t it? Newest colleague chewing the ear off of Mrs. Big Wig. Colleagues response: “Who does he think Source: www.flickr.com/photos/edenpictures/5022807503 he is?” What is your response to your colleagues? 1. Address the newer colleague 2. Address the senior colleague 3. Some combination of 1 & 2 4. Grab a holiday cookie. Case Study: Been there. Done that. The image cannot be displayed. Your computer may not have enough memory to open the image, or the image may have been corrupted. Restart your computer, and then open the file again. If the red x still appears, you may have to delete the image and then insert it again. New reference service proposed. Feedback commences. Some constructive. Some not so Source: www.flikr.com/photos/tslac/830772665/ constructive. What do you think they meant? You’re too young … 1. In the organization? 2. In the profession? 3. In age? 4. Some combination of 1 -3 Case Study: Where is everybody? • Librarians spending more time working off- site. • Concerns about productivity… http://www.flickr.com/photos/28738704@N07/4805637038/ If your organization permits working from home, do you? 1. Have guidelines or a policy? 2. Have CLEAR guidelines/policy? 3. No guidelines or policy 4. I want to work from home… OUR APPROACH: EFFECTIVELY WORKING WITH INTERGENERATIONAL TEAMS Team Building by Using the Variety of Strengths • Building on communication differences • Practice listening to understand • Create a culture of mentoring – career path, life-seasons • Value both experience and entrepreneurial spirit Poor Behavior Among Coworkers, Doesn’t Excuse Bad Leadership Fundamentals of Good Leadership: 1) You Make a Difference 2) Credibility is the Foundation 3) Values Drive Commitment 4) Trust 5) Lead by Example James Kouzes & Barry Posner. The Truth about Leadership: The No-fads, Heart-of-the-Matter Facts you Need to Know. Jossey-Bass. 2010. Wrap Up • Generational Theory – Archetypes, Expectations • Workplace: Three Theses • Case Studies • Team Building • Leadership is Key QUESTIONS?.