Generation-Informed Management Strategies
Discussion on so-called “generational wars” or “conflicts” can be found in multiple arenas - politics, military, education, religion, industry, etc. What worked for one generation may be deemed desirable or acceptable by the next generation. Recognizing the generational differences that may exist between generations can provide a good starting place from which organizational leaders can gain valuable information that can help them manage a multi-generational workplace.
Today, there are four adult generations actively engaged in the workforce - Baby Boomers (born 1945-1964), Generation X (born 1965-1979), Millennials (born 1980-1995), and Generation Z (born 1996 to 2012). Each generation brings unique perspectives, values, communication norms, expectations, and work styles to the organizations they support. Modern managers may find it helpful to understand the generation-based differences that impact aspects of team dynamics and develop skills in adapting their approach in ways that succeed in harnessing the strengths of all team members - across multiple generations.
What is Generational Management Theory?
Generational management theory examines how different age cohorts influence workplace culture, communication styles, and employee engagement. This theory posits that each generation is shaped by distinct historical events, technological advancements, and cultural shifts that affect their values and expectations in the workplace. By recognizing these differences, managers can create productive environments that foster collaboration, innovation, and satisfaction.
While generational management theory isn’t an “exact science,” it can be helpful in providing managers with some insight into potential drivers, motivations, and objectives of different generational cohorts that may be on their dynamic and diverse teams. It’s important to recognize that effective management strategies are rarely a one-size-fits-all approach; thus, organizational leaders should remain open-minded, receptive to feedback, and expect to navigate nuances that come from managing people.
Meet the Generations
Before we dive into generation-specific management strategies, let’s meet the generations:
Baby Boomers (1946-1964) - Known for their strong work ethic, loyalty, and dedication to their employers, Baby Boomers value face-to-face communication and often prefer structured environments. This generation tends to prioritize job security and has significant experience, often holding leadership roles. Events that shaped their paradigm include the Vietnam War, the Civil Rights Movement, the moon landing, Watergate, the AIDS epidemic, and the rise of personal computing.
Generation X (1965-1979) - Often seen as the “forgotten generation,” Gen Xers are adaptable and resourceful, with a strong sense of independence. They value work-life balance and are comfortable with technology, having witnessed the rise of digital innovations. This generation is often skeptical of authority, but values results over process. Pivotal events that shaped Gen X paradigms include the fall of the Berlin Wall, the end of the Cold War, the Dot-com Bubble Burst, the Desert Storm War, and widespread technological advances, such as the Internet, cable television, and cell phones.
Millennials (1981-1996) - Known for their tech-savviness and desire for meaningful work, Millennials prioritize collaboration, inclusivity, and continuous feedback. This generation is more likely to seek flexibility in their work arrangements and values a strong organizational culture that aligns with their personal values. World events that impacted Millennials’ worldviews include the terrorist attacks of 9/11, the rise of social media, the 2008 financial crisis, the election of Barack Obama, the growth of the gig economy, the legalization of same-sex marriage, and the Global War on Terror.
Generation Z (1997-2012) - The youngest workforce entrants, Gen Zers, are true “digital natives” who have grown up with technology and social media. They value authenticity, diversity, and social responsibility. This generation is pragmatic and values mental health and work-life balance, often seeking job stability and career advancement opportunities. Events that shaped Gen Zer’s perspectives include the COVID-19 pandemic, the Black Lives Matter movement, the climate crisis and youth activism, the legalization of recreational marijuana in various regions, and the increasing prevalence of remote learning and work.
Generation-Informed Management Strategies for the Workplace
While a complete discussion on generation-informed management strategies for the workplace would require a lot more time and space than a quick read on a company blog (Becker Digital currently conducts multi-day workshops on this topic), below are a few actionable tips that may be helpful in application.
Here’s a deeper dive into practical, generation-informed management strategies:
Know Your Multi-Generational Team
Understanding the composition of your team is the first step. Take time to learn about the employee experience of your team members. What do they find stressful? What do they like? What do they not like? What about the workplace do they find inspiring? This knowledge will help you tailor your management approach to meet the diverse needs and preferences of your workforce. Consider conducting team assessments or one-on-one meetings to understand individual motivations, communication styles, and career goals better. This type of engagement helps to foster trust and build camaraderie across multiple generations.
Seek Feedback and Revise Accordingly
Encourage open communication by actively seeking feedback from your team members. This feedback can offer insights into what works well and what needs adjustment in your management style, team dynamics, and workplace norms. What “norms” does your team currently have in place? Are these norms working for everyone or just some team members? What norms does your team have on remote work, working after hours, time off, etc.? Are “quiet vacations” acceptable? Is PTO equally utilized across your team? Seek feedback on how the “norms” work for everyone, take suggestions and revise accordingly. Don’t make assumptions that just because it works for you or more tenured employees, it’s working for everyone on the team.
Recognize Communication Differences
Communication preferences can vary significantly between generations. For example, Baby Boomers might prefer face-to-face meetings, while Millennials and Gen Z may lean towards digital communication like emails or instant messaging. To bridge these gaps, offer multiple communication options and ensure that your messages are accessible and clear across different mediums. Consider crowdsourcing communication guidelines as a team project. Write these best practices out and discuss them with the team. What situation is appropriate for sending a text, calling, scheduling a face-to-face meeting, etc.? This approach helps reduce misunderstandings and ensures that everyone stays informed and engaged.
Foster a Collaborative Team Environment
Collaboration is key to harnessing the strengths of a multi-generational team. Encourage mentorship programs where employees who are subject matter experts on specific topics can share their knowledge with other team members. Recognize and celebrate contributions from all generations to build a culture of mutual respect and inclusivity. Identify how each team member contributes in unique ways and provide recognition and acknowledgment of the difference they are making in supporting the organization’s important work. Set the example of how team members can ask for help on topics or tasks they do not understand, and model how this type of collaborative problem-solving can be both skill-strengthening and rapport-building across generations.
Conclusion
Implementing generation-informed management strategies is not just a trend; it’s a necessity for fostering a harmonious and productive workplace. By understanding the unique characteristics and preferences of each generation, leaders can create inclusive environments that leverage the strengths of all employees. Embracing this approach will not only enhance collaboration and innovation but also pave the way for a resilient and thriving organizational culture.
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