Hello:
I recently delivered a series of seminars to a general contractor on the topic of addressing inter-generational communications and conflict.
This month I am providing you with some food for thought on this topic and maybe something to discuss around your Thanksgiving table.
Have a great Turkey Day! 
Owner, Synergy Builders
Contents:
1. Bridging the Generation Gap
Bridging the Generation Gap
Most intergenerational conflict shares a common point of origin: the issue of clout - who has it and who wants it. The "gap" appears when the younger generation feels their point of view is as valid as the older generation (Source: Retiring the Generation Gap, by Jennifer J. Deal, 2007)
Some Gaping Stats
In 2006 (based on the 2006 U. S. Census data) there were 75 million Baby Boomers (ages 43-61) in the U. S., making up only 25% of the population, but 41.5% of the total workforce.
Gen X's (ages 31-42) make up 13.6% of the population and account for 29.5% of the workforce.
Gen Y's (ages 17-30) make up 21% of the population and account for 22% of the workforce.
Veterans (ages 62-77) make up 13.4 % of the population and account for 7% of the workforce.
Millenials (ages 5-16) make up 13.5% of the population and are mostly not yet in the work force.
We are approaching the crest of a wave, where the Veterans group, often C-level executives and leaders in companies, as well as that 41.5% of the Boomer workforce, are approaching th e possibiity of retirement, wondering what to do with the rest of their lives, and looking forward to really living their passion. I have been talking to people of Boomer age and older, who are asking themselves this question - should they stay at their current employment, or do something else?
If these older workers leave their current employers, who will take their place? How will the new generations quickly get up to speed without losing the wealth of experience and knowledge inside the brains of those leaving?
If they stay, how will the company keep their interest and their work-ethic, without having them "retire in place"?
How do companies fill the needs of the new generations? Are they the same needs as those of the Boomers, Veterans or older Gen Xers?
Hence the Rub
So, here's the challenge: How does a company provide a smoothly operating group as well as transition into the next generational wave? Certainly, technology and communicatins will play a large role in the ease with which companies transition to a newer and younger workforce. There are also essential skills that must be practiced. Essential skills are the soft-skill behaviors that are the foundation of corporate culture and effective teams and leadership.
In my work and research with generational issues there are two key ideas that apply to essential skills: respect and customization.
R-e-s-p-e-c-t (sing it with me, now!)
Many of the conversations that come up in my seminars have to do with the younger generation respecting the wisdom af the older generations, and the older generations respecting the new ideas and energy of the younger generations.
Can you understand now how the perceived generation gap could come from the "clout" issue raised in the book, Retiring the Generation Gap, as quoted above?
Customization
I believe that one of the highest and best uses of a leader's time is to ask about and then listen to the wants and needs of his/her followers. Understanding the interests of group consituents means that each person is valued, not only for what they can contribute to the whole, but for who they are as individuals. This ethical choice to treat others as they would like to be treated (The Platinum Rule) leads to improved trust, and, wow, RESPECT!
With all the information out there about how the different generations have different values, likes, and dislikes, it is important to remember that none of us wants to be pigeon-holed and stuck into a particular category (of any kind) through assumptions and generalizations.
Put into practice, Respect and Customization work hand in hand to ensure that our workplaces are truly supporting our employees of all ages, race, religions, and genders.
Coaches Corner:
Facilitate a group meeting where you develop a "generation profile." List on a chart: the perceived characteristics of each generation, what each generation could teach the others, what they could learn from the others. Develop another chart listing where potential conflicts may occur between generations.
Discuss these charts and what this means for your company or team. Where potential conflicts could occur, discuss how to address these.
For more information and how-to's, read the book, Managing the Generation Mix, by Carolyn A. Martin, and Bruce Tulgan, 2006.
Need some coaching or intergenerational communications assistance?
Call me at: (512) 263-5521.
Team Building - Developing Breakthrough Teams
Public seminar, November 13, 2007
4:00 p.m. to 6:00 p.m.
at
Associated Builders and Contractors, Austin, Texas
Call Holly at ABC to register (Cost is $75)
512-719-5263
Register by Noon, November 12, 2007.
In this short course you will learn the ten key components of teamwork and a teamwork model that will assist you and your teams towards breakthrough results. |
Public
Seminar:
"Team Building - Developing Breakthrough Teams"
Associated Builders and Contractors, Austin, Texas
Call Holly at ABC to register ($75)
FORUM
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Get answers!
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