Talking about the Generations:

Communicating with and Managing

Intergenerational TeamsIntergenerational Teams

Rikke S. Ogawa

Jeff WilliamsDecember 11, 2013

Webinar Outline

• About us and our generation

• Origin of Generational Theory

• Workplace: Three Theses

• Case Studies – hear from you• 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 • 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

• 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– 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_theoryHowe, 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

• Prophet: Indulged children > self-absorbed young adults > • Prophet: 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_theoryHowe, 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 WorkplaceSilent Generation Baby Boomers Generation X Millennials

1925-1942 1943-1960 1961-1981 1982-2005

Respect authority

Dedicated

Strong work ethic

Individuality

Goal oriented

Service oriented

Self-reliant

Questioning

Respect production

over tenure

Image-conscious

Optimistic

Need supervision

and structure

Strong

interpersonal skills

Loyal, and expect

employer loyalty

Don’t like conflict

Team oriented

Career equals

identity

Process oriented to

a fault

over tenure

Loyal to individuals,

not organizations

Want open

communication

Skeptical

and structure

Team oriented

Want job that is

personally fulfilling

Value instant

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 fair and consistent

Provide clear job

expectations

Are too touchy-feely

Indecisive

Disorganized

Baby Boomers Treat them as equals

Show warmth and caring

Aren’t open to input

BureaucraticShow warmth and caring

Tell them they’re making a

difference

Bureaucratic

Don’t show interest

Generation X Genuine

Informal

Flexible

Micro-manage

Too process focused

Schmooze

Millennials Support their personal goals

Use a coaching and

supportive approach

Are cynical and sarcastic

Treat them as if they’re too young

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. 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 work3. 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

he is?”Source: www.flickr.com/photos/edenpictures/5022807503

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. 4. Grab a holiday cookie.

Case Study: Been there. Done that.

New reference service

proposed.

Feedback commences.

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.

Feedback commences.

Some constructive.

Some not so

constructive.Source: www.flikr.com/photos/tslac/830772665/

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 1-34. 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…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, • 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 Foundation2) 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• Case Studies

• Team Building

• Leadership is Key

QUESTIONS?