• You’re right, but I’m the boss!
• Just do your job!
• I remember when …
• The kid wants a promotion after six months on the job!
• No!

How did you react? Were you offended? Were you okay with the comment? Did you understand, or not understand, why someone would say these words? The words and your reaction, as well as the reactions of others, reflect generational differences in the workplace.

If you don’t think generation makes a difference, think of this example. When asked to recall how and where Kennedy died, the Traditionalists and Baby Boomers would say gunshots in Dallas, Texas; Generation X remembers a plane crash near Martha’s Vineyard, Mass.; and Millennials might say, “Kennedy who?”

There is a serious new problem in the workplace, and it has nothing to do with downsizing, global competition, pointy-haired bosses, stress or greed. Instead, it is the problem of distinct generations — the Traditionalists, the Baby Boomers, Gen X and Millennials — working together and often colliding as their paths cross. Individuals with different values, different ideas, different ways of getting things done and different ways of communicating in the workplace have always existed. So, why is this becoming a problem now?

The Power of Four Generations

This is the first time in American history that we have had four different generations working side-by-side in the workplace. Remember, if you are old enough, when older workers were the bosses and younger workers did what was asked of them, no questions asked. There were definite rules as to how the boss was treated and how younger workers treated older workers. No longer: Roles today are all over the place and the rules are being rewritten daily.

At work, generational differences can affect everything, including recruiting, building teams, dealing with change, motivating, managing, and maintaining and increasing productivity. Think of how generational differences, relative to how people communicate, might affect misunderstandings, high employee turnover, difficulty in attracting employees and gaining employee commitment.

Each generation has distinct attitudes, behaviors, expectations, habits and motivational buttons.

Research indicates that people communicate based on their generational backgrounds. Each generation has distinct attitudes, behaviors, expectations, habits and motivational buttons. Learning how to communicate with the different generations can eliminate many major confrontations and misunderstandings in the workplace and the world of business.

Let’s try an analogy to help understand the issue. What often happens when a family gets together for a holiday or a vacation? Four generations — you (let’s assume you’re a Boomer); your children (Xers); your grandchildren (Millennials); your brothers and sisters (Boomers); and your parents (Traditionalists) — all trying to get along together. How long does it take before someone mentions “the good old days” and another says “I remember when … ?” Is that when things become testy? How many times is so much friction created that family members leave the gathering saying never again? Do you usually attribute this to “your family” or do you find yourself saying, “that’s just what we’re like whenever we get together?” Could this be due to generational differences and not just be “the way the family is?”

Whether at a family gathering or in the workplace, how do you manage intergenerational groups with conflicting work ethics, dissimilar values and idiosyncratic styles? How do you get them to stop snarling at each other? How do you motivate them to get along or work together?

Every generation has created its own commotion as it has entered into the adult working world. And, every generation says the same things about other generations — “They don’t get it” or “They have it so much easier than we did.”

Unlocking the Mystery

To begin to understand how individuals in different generations act and react, one must first start with understanding oneself. Begin by seeing which generation you are part of based on your DNA (year of birth) then see if based on your generational personality you might identify with more than one generation. The generational timeline represents a conglomeration of many views, the starting and ending dates (birth years) of the generations are subjective, not scientific or fully agreed-on time spans. However, this subjectivity poses no real problems since the variation of years is not significant enough to impact the big picture of a generation’s description.

The first thing to consider is the individual and his or her underlying values, or personal and lifestyle characteristics, which seem to correspond with each generation,

Not every person in a generation will share all of the various characteristics shown in this or the next table with others in the same generation. However, these examples are indicative of general patterns in the relationships between and among family members, friends and people in the workplace. Individuals born at one end of the date range or the other may see overlapping characteristics with the preceding or succeeding generation.

You may now easily see why Millennials cannot understand what their grandparents mean by the traditional family or what fun it was to spend Christmas together as a family. Are you worried about the possibility of your Baby Boomer children being unable to retire or having to move in with you or their children as they reach the latter years of their lives? Possibly you should be.

Do you now see why your view of education might differ from your children’s views? Do you understand why your children may not want to go to a movie with you? Can you see how generational issues, like what to do for entertainment, can create friction on those family vacations or at holiday get-togethers?

Understanding these characteristics about individuals makes it easier to look at workplace characteristics and how they manifest themselves in business

An example, based on these traits, would be to think about how words are received differently. When a Boomer says to another Boomer, “We need to get the report done,” it is generally interpreted by the Boomer as an order; it must be done and done now. However, when a Boomer says to an Xer, “This needs to be done,” the Xer hears an observation, not a command, and may or may not do it immediately.

Getting Back to Work

With these observations in mind, let’s look at a few work situations and how one might handle them.

• At annual appraisal time, a manager from the Veterans generation gives out a nice bonus for a project well done. The Generation X employee is ungrateful and says, “Why didn’t I get this six months ago, when the project was completed?” A Millennial wants instant gratification, whereas a person in the Traditionalist generation is happy to get money anytime. The solution here may be for the company to explore reward plans geared to the different generations, or things like monetary rewards and recognition given at the time when it is earned.

• A Generation X manager tells a Boomer he has been working too hard and should take time off to take the family on vacation. Instead of saying thanks, the Boomer replies, “I work to get ahead, to get a promotion, not for a vacation.” The next time that situation comes up; the manager might elect to give this particular employee a bonus, rather than suggest a vacation.

• A top-notch, cross-functional team with individuals from several different generations has been set up to recommend a solution to a nasty manufacturing problem. After a couple of weeks, the manager responsible for the team cannot understand why there is constant bickering and nothing is getting done. If the manager were aware of just one characteristic of each individual relating to communication needs, he or she might understand the stalemate. The Traditionalists on the team are looking for handwritten notes and direct, specific requests for work to be done. The Boomers do not like to work independently, and they expect to have meetings any time, any place — and it is fine if they are called day or night. Xers do not want to hear about the project outside of work, and don’t dare call them at home. And the Millennials don’t want any meetings at all, they only communicate via voice mail and e-mail. Is it any wonder that the team is having trouble getting motivated toward the goal? At the beginning of any team formation, an effective leader should consider spending time learning how team members wish to communicate.

• A Boomer is working for a Millennial individual, and there is nothing but animosity between the two. Why? Millennial individuals, born since 1977, have many different traits than the Traditionalist. They are not like their parents. They are curious, goal-oriented and loyal. Solution, consider having Boomers work for Traditionalists rather than a Millennial.

There are more pronounced differences between the generations today than ever before. What can one expect with the dramatic changes in our world in the last 60 years? Being aware of these differences can help individuals tailor their message for maximum effect, regardless of the task, or the relationship — family, friends, workplace peers. Good business is based on understanding others. The majority of us think the correct way, and the only way, is our way. In business, as well as in personal life, that is just not true. To work effectively and efficiently, to increase productivity and quality, one needs to understand generational characteristics and learn how to use them effectively in dealing with each individual.

I’d like to thank the kind folks at Social Media Delivered for featuring me as one of their favorite authors!

Here’s what they had to say about my book, Ties to Tattoos: Turning Generational Differences into a Competitive Advantage:

When bringing up a point related directly or indirectly to social media, digital communications, or online communities, one hears more often than thought.. “Facebook’s that thing my grandkids are always on,” or “I’ve heard about this Twitter thing lately, but I’m still not quite sure about what or how should I tweet.”  The communications landscape is changing the way we relate to and with different demographics. Read more on socialmediadelivered.com

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On April 12, I’d like to invite you to join me for the Leadership and Learning Lecture series sponsored by Tenet. I’ll be speaking from 1-2 p.m. about generational differences. The title of the speech is “Collaboration vs. Collision: Bridging the Communication Gap Between Generations.”

I hope to see you there!

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If you think Social Media is a fad or has no implications for your business, you couldn’t be more wrong. Particularly if your target market is Generation Y, otherwise known as the Millennials, your business needs to invest in an agressive social marketing strategy immediately. Take a look at this video to understand why:

Recently I was interviewed by the staff at Diversity at Work, a diversity management business in London, Ontario, Canada. They work with organizations to realize the value of diversity in the workplace and in sales and marketing strategies.

Being from Canada myself, it was a special treat to chat with this group about generational differences and the implications they have for today’s workforce.

The full interview is available on page 7 of the Your Diversity at Work newsletter, here.

Here’s a taste:

D@W – In what way is categorizing people on the basis of their age group helpful to managing workplaces? Don’t we run the risk of stereotyping when we try to fit everyone into a category?

SY – In my opinion and based on my research I believe each generation can identify with their Generational DNA, based on the year they were born and shared significant life events, such as war, economy, birth order etc. We also have what I call our  “Generational DNA” which allows each of us to decide the generation we feel most connected to. For instance I am a Gen X based on my age – 42 years old BUT I act more like a Baby Boomer due to being the first born child of three younger siblings and graduating  high school at the age of sixteen and starting college.

The generational types are a means for understanding how and why each of the generations do what they do and the best way to Attract, Retain and Motivate them in the workplace. It is the basis for our understanding of what makes each person unique not as a stereotype.

Read more. (After clicking the link, scroll down to page 7.)

The latest Generational Guru Newsletter went out today! Click here to have a look. In it you’ll find articles on generational issues and other HR and business-related issues, including:

• How to Fire a Client (Transitioning Well)
• Six Diversity Competencies Successful People Share
• Economic Shift: Back to Employee Retention Basics
• Keeping the Keepers

Also take the Strong Life Quiz and find out what type of job best suits your personality!

Finally, enter the Texting Lingo contest and win a $50 iTunes gift card!

To subscribe, fill out the form in the upper right corner of this page.

I received this in an email this week and thought it was too funny not to share!

Texting for Seniors

Since seniors are texting and tweeting, there appears to be a need for a STC (Senior Texting Code):

ATD: At The Doctor’s

BFF: Best Friend Farted

BTW: Bring The Wheelchair

BYOT: Bring Your Own Teeth

CBM: Covered By Medicare

CUATSC: See You At The Senior Center

DWI: Driving While Incontinent

FWB: Friend With Beta Blockers

FWIW: Forgot Where I Was

FYI: Found Your Insulin

GPBL: Gotta Go, Pacemaker Battery Low!

HHA: Got Heartburn Again

HGBM: Had Good Bowel Movement

IMHO: Is My Hearing-Aid on?

LMDO: Laughing My Dentures Out

LOL: Living On Lipitor

LWO: Lawrence Welk’s On

OMMR: On My Massage Recliner

OMSG: Oh my! Sorry, Gas.

ROFL…CGU: Rolling On The Floor Laughing…And Can’t Get Up

TTYL: Talk To You Louder

WAITT: Who Am I Talking To?

WTFA: Wet The Furniture Again

WTP: Where’s The Prunes?

WWNO: Walker Wheels Need Oil

Michelle Buchman is standing in line at Espresso Royal Caffe on Gainsboro Street, admiring the forearm ink on the lanky but handsome barista carefully stenciling the foam on her soy latte. “See,” she says enviously, “that’s the kind of tattoo I wish I could get.” Buchman has two tattoos – a star on her right shoulder and an “XO” on her left ring finger – but unlike the busy barista, hers are simple and easily covered by a tee-shirt or a ring. “Maybe I’ll just get a job at ERC,” she says with a smile. “Screw this marketing, public relations thing.” Read the rest of this entry »

Layoffs associated with the Great Recession allowed hiring executives to cherry pick a flooded talent market, but as the economic downturn slowly reverses, business focus will shift from acquiring top talent to keeping it. According to Shelly Little, CEO of talent recruitment and retention firm Michaels Wilder, businesses may be surprised to learn that retaining top talent doesn’t necessarily mean throwing buckets of money at employees. In fact, Michaels Wilder has found innovative strategies which keep employees engaged and involved yield better retention and motivation results than offering a token yearly raise.

Michaels Wilder’s talent retention efforts are focused on creating and retaining exceptional talent within the organization. “It’s not high-dollar amounts, but we want to show that these employees matter.” According to Ms. Little, one of the best ways to identify, reward, and keep top talent is to create internal opportunities for employees to take on high profile projects that put them in the spotlight. “We get them involved and get them to work with senior levels of management,” Little says. “This gives them the opportunity to understand the company hierarchy and move politically within the organization.”

Projects like these facilitate another critical business function—knowledge transfer within the organization. As the Baby Boomer and Traditionalist generations retire, it’s critical for organizations to guard against knowledge drain. Creating opportunities for newer employees to work on projects with senior talent serves the dual purpose of facilitating knowledge transfer and boosting retention rates by making younger generations feel invested in the company.

Investing in remote-office technology is another way to attract and retain top talent, according to Little. Michaels Wilder has put this technology to work by adopting a program called ROWE, which was originally implemented by Best Buy. ROWE stands for Results Oriented Work Environment. “The idea,” Little says, “is that our employees are capable, responsible adults who know how to manage their work, so we give them the flexibility to work remotely so they don’t always have to be in the office.” Certain provisions and eligibility requirements apply, but employees who qualify will have the flexibility to work off site in the event they need to do so.

Flexibility to work remotely and the ability to maintain a work-life balance is particularly valued by Millennials and Gen X. Studies show that Millennials and Gen X  will almost always choose employers who offer remote-office capabilities over employers who offer higher salaries but require rigid office attendance. According to Little, Boomer and Traditionalist generations are slow to recognize the merits of this type of program, “but when they recognize there are no negative repercussions, the light goes on.” When Michaels Wilder first implemented ROWE, upper management grumbled a bit because the new program threw a wrench into an entrenched management style. “It was a bit of a curve ball,” Little says. “But once management started participating themselves, they thought, ‘This is great! I can’t wait to do this more. Please don’t take this away!’”

Employee tenure is one of the top indicators of success and revenue generation within an organization, Little says, and small steps to make sure employees will stay even twelve months longer can directly affect a company’s bottom line. Retention programs like the ones she’s implemented at Michaels Wilder cost little but have a direct impact on a business’ bottom line. “More tenured employees perform better, and that results in more revenue for the company,” Little says. “If you’ve got employees who are engaged and involved at work and stay with the company, they build and develop client, vendor, and partner relationships. The longer they keep those relationships and the longer they stay with you, the bigger the tangible benefit in the form of increased revenue to your company.”

Photo Credit In the Library with the Lead Pipe.

I recently spoke and hosted a book signing at the Texas Women’s Diversity Event on November 18th at SMU.  I was lucky enough to have Chuck Greeson from Jobing.com take some wonderful pictures of me and my book during the event.  It was a great event.  I met some fantastic professionals from the surrounding areas as well as those involved in women and diversity initiatives.

For those of you not familiar with the Texas Diversity Council, they have some fantastic events including their 2011 Texas Diversity Conference held April 6-8th in Dallas, TX.  Their events and symposiums as held all over the state.  I highly recommend you check it out.