generation matters! collaborating effectively across generations gsa 2010 conflict management &...
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Generation Matters!Collaborating Effectively Across Generations
GSA 2010 Conflict Management & Collaboration Summit
Mary Abbajay & Karen Bedell
©2010 Careerstone Group, LLC
About Careerstone Group Small, Woman-Owned Business/Available on
the GSA MOBIS Schedule & through GSA U4P (BPA)
Organization Development Consultants & Facilitators
Professional Development & Training
Focus/Expertise: Leveraging Generational Diversity
About Us
Mary Abbajay Gen X; Entrepreneur (started and owned three successful
businesses); George Mason adjunct faculty, Radio show host; Local T.V. work-life commentator
Karen Bedell Baby Boomer; Corporate career now entrepreneur; Mother of
two Gen Ys; Runner; Cyclist; YMCA Spin Instructor
©2010 Careerstone Group, LLC
21st Century Agencies Must ADAPT!
Anticipate/Accept Change
Develop a Network
Advance Diversity
Play Well with Others
Take Responsibility
©2010 Careerstone Group, LLC
©2010 Careerstone Group, LLC
Generational Intelligence in the Workplace
Objectives: Identify the four generations in the workplace today Appreciate the differences in generational perspectives Understand how generational perspectives impact the
way we prefer to work Discuss Generational “clash points” and how to mitigate
them Have fun!
©2010 Careerstone Group, LLC
Generation Matters
“Children today are tyrants. They contradict their parents, gobble their food, and tyrannize
their teachers...” Socrates 469-399 BC
©2010 Careerstone Group, LLC
What's New In This Generation Gap?
First time four generations are working side by side in the American workplace
The American workplace has changed Increased global competition The Millennials will hit the workplace in huge
numbers Rapid rise of and shifts in technology
©2010 Careerstone Group, LLC
Federal Workforce Challenges
60% of the Federal workforce will be eligible to retire in the next decade--an estimated 40% will actually retire
64% of SES eligible to retire by 2012 (Average age of actual
retirement is 58)
Tenure for Federal employees is decreasing
By 2010, number of overall American prime age workers
(aged 35 to 45) will decrease by 10%
©2010 Careerstone Group, LLC
Why is this important NOW at GSA?
Meeting the challenges and goals of of the 21st Century (and the new Administration) will require everybody’s participation and collaboration
Understanding generational differences is necessary to understand GSA internal and external stakeholders
The ability to communicate and build relationship across generations will give GSA the “edge”
©2010 Careerstone Group, LLC
Who are the Four Generations?Veterans, Matures or Traditionalists
• Born: 1922-45• 50 to 52 Million• 5% - 6% of workforce
Baby Boomers
• Born: 1946-60• 76 Million• 43% to 46% of workforce
Generation X
• Born: 1961-80• 46 to 52 Million• 30% to 40% of workforce
Millennials, Nexters or Gen Y
• Born: 1981-2000• 75+ Million• 15% to 20% of workforce
Neil Howe & William Strauss, “Generations”
©2010 Careerstone Group, LLC
Let’s See What This Looks Like!
Clash Points & Projections
©2010 Careerstone Group, LLC
Projections and “stories” we often hear about older generations: Stuck in their ways, resistant to change, technophobes, reluctant
to give up power, retired in place, clogging the system, etc.
Projections and “stories” we often hear about about younger generations: Impatient, disrespectful, entitled, spoiled, technically advanced,
book smart—not street smart, poor work ethic, no loyalty. etc.
©2010 Careerstone Group, LLC
Generational Commonalities
We may be from different generations, but we have common needs and frustrations with our workplace.
We often articulate these needs and frustrations differently.
Awareness & appreciation of different perspectives is key to building on commonalities!
©2010 Careerstone Group, LLC
“All generalizations are dangerous, even this one.” Alexander Dumas 1824-1895
©2010 Careerstone Group, LLC
What Influences a Generation?
Core values are programmed into us during the first 15 years of life through four major influences:
Parents/Family Structure Economic Status, Ethnicity, Religion, etc.
Events Technology Shifts Cultural Norms
TraditionalistsBorn 1922-1945
•52 Million
•5% of Workforce
•Rapidly disappearing from full time work
•Loyal to employer
•Their work world beliefs and models still have strong influence
©2010 Careerstone Group, LLC
©2010 Careerstone Group, LLC
Parents/Family Structure
Immigrants Extended families Depression era–economically deprived Traditional roles
©2010 Careerstone Group, LLC
Traditionalist Seminal Events 1920’s… Segregation 1927 Lindbergh completes first transatlantic flight 1929 Stock market crashes 1930 Depression deepens 1931 Star spangled banner--national anthem 1932 Lindbergh baby kidnapped; FDR elected 1933 Dustbowl 1934 New Deal 1936 Jesse Owens wins gold medal at Olympics 1937 Hindenburg Tragedy; Hitler invades Austria 1941 Pearl Harbor--US enters WW2 1944 D-Day in Normandy; Congress passes GI Bill 1945 FDR dies; Victory in Europe and Japan 1946 Dr. Spock publishes Common Sense Book of Baby and Child
Care 1950 Korean War
©2010 Careerstone Group, LLC
Technology Shifts
Assembly Line Radio - Early Television Cars Household Appliances
©2010 Careerstone Group, LLC
Cultural Norms
Radio, Newspapers Work first, play later Patriotism Post-WW2 Boom and Shifts Segregated communities Separated communities
©2010 Careerstone Group, LLC
Traditionalists’ Values
Dedication Sacrifice Hard work Conformity Law & Order Honor
Patience Respect for authority–
know your place Duty before pleasure Adherence to rules
Traditionalists’ Key Word: Loyalty
©2010 Careerstone Group, LLC
Traditionalists at Work Military model: rank & status, structure & authority
Manufacturing Model: Division of labor & Assembly Line
Clear boundaries in work space
Believe promotions, raises, and recognition come from job tenure
Work ethic: timeliness, productivity, and not drawing attention
Loyal to their employer and expect the same in return
Many large organizations created with Traditionalist values! These work world beliefs and models still have strong influence in the Federal Sector.
Workplace Strategies: Traditionalists
Honor the chain of command Value their experience Appreciate their dedication Honor their experience Face to Face Communication Respect Adopt a mentoring mindset
with technology
“Your experience is respected here”
It’s important for us to hear what has and hasn’t worked in the past”
Your perseverance is valued and will be rewarded”
“Will you mentor me”
©2010 Careerstone Group, LLC
Baby Boomers Born 1946-1960
•76 million
•40 to 45% of workforce
•Mid to late career: entering traditional retirement age
•Large and in charge
•Career oriented–willing to work long hours
•Long period of economic prosperity
•Social change agents
•“Me Generation”
•Youth oriented
©2010 Careerstone Group, LLC
Baby Boomers Born 1946-1960
•76 million
•40 to 45% of workforce
•Mid to late career: entering traditional retirement age
•Large and in charge
•Career oriented–willing to work long hours
•Long period of economic prosperity
•Social change agents
•“Me Generation”
•Youth oriented
©2010 Careerstone Group, LLC
Baby Boomers Born 1946-1960
•76 million
•40 to 45% of workforce
•Mid to late career: entering traditional retirement age
•Large and in charge
•Career oriented–willing to work long hours
•Long period of economic prosperity
•Social change agents
•“Me Generation”
•Youth oriented
©2010 Careerstone Group, LLC
©2010 Careerstone Group, LLC
Parents/Family Structure
Traditionalist Parents Traditional roles--Mother at home, Father
knows best
©2010 Careerstone Group, LLC
Boomer Seminal Events 1954 McCarthy hearings begin 1955 Salk vaccine tested; Rosa Parks 1957 First nuclear power plant 1957 Civil Rights Act 1960 Birth control pill; Kennedy elected 1962 Cuban missile crisis; John Glenn circles the earth 1963 Martin Luther King leads march on DC; JFK assassinated 1964 Civil Rights Act 1965 Ground troops sent to Vietnam/Voting Rights Act 1966 NOW founded; Cultural revolution in China 1967 American Indian movement founded 1968 MLK and RFK assassinated 1969 First Lunar Landing; Woodstock 1970 Kent State University Shootings
©2010 Careerstone Group, LLC
Technology Shifts
Color T.V Medical Technology Advances Air Travel
©2010 Careerstone Group, LLC
Cultural Norms: The Boomer World
Free Love–Hippies Rock and Roll Vietnam Protests T.V. Families–still
traditional Suburbs Growing affluence
Questioning authority–invented “the generation gap”
Questioning social norms Changing institutions More access to
information (TV)
©2010 Careerstone Group, LLC
Boomers’ Values
Team orientation Question authority Personal gratification Involvement
Health and wellness Personal growth Youth Work
Boomers’ Key Word: Optimistic
©2010 Careerstone Group, LLC
Boomers’ Work World
Moving from manufacturing to services More educated workforce Equal Rights Laws (gender and race related) Teams and Matrixed Organizations
©2010 Careerstone Group, LLC
Baby Boomers at Work
Believe in, champion, and evaluate themselves and others based on their work ethic.
Work ethic for Boomers is measured in hours worked. Measuring productivity in those hours is less important.
Believe teamwork is critical to success.
Believe relationship building is very important.
Expect loyalty from those they work with.
©2010 Careerstone Group, LLC
Workplace Strategies: Boomers
Show respect Choose face-to-face
conversations Give them your full attention Play the game Learn the corporate history Demonstrate loyalty
“You are important to our success”
“We recognize your unique and important contribution to the team/organization”
“What is your vision?” “You are valued” “You’re a Senior EVP!”
Boomer Resentment!
©2010 Careerstone Group, LLC
Generation XBorn 1961-1981
•51 Million
•30% to 40% of Workforce
•Moving into leadership positions
•Entering mid-career
•Sandwiched between 2 huge generations
•Raising families
•Educated, entrepreneurial workforce
•Barack Obama!
©2010 Careerstone Group, LLC
©2010 Careerstone Group, LLC
Parents/Family Structure
Some Traditionalists Some Early Boomers Rising Divorce Rates Working Parents Non-indulgence
©2010 Careerstone Group, LLC
Gen X Seminal Events 1970 Women's Lib protests 1972 PLO terrorists at Munich Olympics 1973 Watergate; Energy crisis begins 1975 Fall of Saigon 1976 Tandy and Apple market PC’s 1978 Jonestown Suicide 1979 Three mile island; massive layoffs begin in US corps 1980 John Lennon shot; Ronald Reagan inaugurated; Aids hits 1986 Challenger disaster 1987 Stock market plummets 1988 Terrorist bomb--flight 103 1989 Valdez oil tanker spill; Berlin Wall falls 1991 Operation Desert Storm 1992 Rodney King Beating
©2010 Careerstone Group, LLC
Technology Shifts
Cable--MTV Personal Computers More airline travel
©2010 Careerstone Group, LLC
Cultural Norms: Gen X World
High Divorce Rate/Lower birth rate
Latch-key kids Even more TV (cable);
More information Economic uncertainty American uncertainty
Loss of faith in institutions:MarriageCorporationsGovernment
Beginning of “global marketplace”
“Yuppies”
©2010 Careerstone Group, LLC
Gen X Core Values
Diversity Global Thinking Balance Techno-literacy Initiative
Fun Informality Self-reliance/Independence Pragmatism
Gen X Key Word: Skeptical
©2010 Careerstone Group, LLC
Gen X Work World
More flexible arrangements More technology Layoffs: tech boom and crash Rise in small businesses Less hierarchy
©2010 Careerstone Group, LLC
Gen X at Work Eschew the hard-core, super-motivated, do or die
Boomer work ethic. Want open communication regardless of position, title, or
tenure. Respect production over tenure. Results over role. Value control of their time—get a life! Telecommuting, giddy-up! Look for a person to whom they can invest loyalty, not a
company.
©2010 Careerstone Group, LLC
Workplace Strategies: Gen X
Get to the point
Use e-mail
Give them space
Get over notion of “paying
dues”
Lighten up
Open and direct
communication
“Do it your way” “You can work independently” “We’ve got the latest IT” “Pay for Performance, not
tenure” “There aren’t a lot of rules
here”
©2010 Careerstone Group, LLC
Xers and Boomers: 10 Delineators Xers think the “job”, Boomers think “career”
Xers are blunt, Boomers diplomatic
Xers unfazed by authority, Boomers are impressed
Xers feel indifferent about approval, Boomers seek it
Xers mistrust business practices, Boomers defend them
Xers are self reliant, Boomers team oriented
Xers task and result oriented, Boomers relationship and process oriented
Xers assimilate technology, Boomers accommodate it
Xers want to be viewed on merit, Boomers was experience to count
Xers want to survive, Boomers want to change the world
Generation YBorn 1982 to 2000
•75+ million
•15%-20% of workforce (and growing!)
•Will soon outnumber Gen X
•Launching careers
•Educated
•Competitive
•Looking to contribute now!
©2010 Careerstone Group, LLC
©2010 Careerstone Group, LLC
Parents/Family Structure
Boomers Some divorce More wealth Child-focus Seat at the table Parent as friend
©2010 Careerstone Group, LLC
Gen Y Seminal Events Oklahoma City Bombing Clinton/Lewinsky Columbine 2000 Election--hanging chads 9/11 Tsunami in Asia; Hurricane Katrina Darfur Iraq War on Terror (terror alerts) Virginia Tech Shooting Global Warming Rise of China & India Barack Obama, President of the United States Financial Institution Failures International Government Bail Outs
©2010 Careerstone Group, LLC
Technology Shifts
Internet/Web 2.0 Cell phone technology E-Social Networks Genome project Nano technology
©2010 Careerstone Group, LLC
Cultural Norms: Gen Y World
Child Focus: Baby on Board My Child is on the -----
Honor Roll Helicopter parents Democratic family systems Stranger fear Technology speeds up Wikki World
Reality TV Busy, over-planned lives Increased competition for
college--stress Long period of economic
growth and affluence Economic disparities growing Green Movement
©2010 Careerstone Group, LLC
Gen Y Values
Confidence Civic Duty Achievement Sociability
Morality Diversity Consumerism Participation
Gen Y Key Word: Realistic
©2010 Careerstone Group, LLC
Gen Y Work World
Traditionalist, Boomers and Xers still in charge Little or no manufacturing segment Gen Y have negative reputation Multiple careers Puzzle careers Social Entrepreneurship
©2010 Careerstone Group, LLC
Gen Y at Work Flexible, fun, interactive, & collaborative workplaces Relaxed definitions/standards of job duties, roles,
schedules and dress code Colleagues as friends/friends as colleagues Work with other young people Diversity Mentor/coaching relationship with supervisors Open lines of communication with supervisors Positive feedback–criticism should be "constructive" Wants to add value--NOW!
©2010 Careerstone Group, LLC
Gen X and Gen Y: Differences
Xers want to survive, Y’s want to have fun at work Xers are loyal to people, Y’s like to be hired with their friends Xers do not like hands-on management, Y’s demand and
expect it Xers are unfazed by authority, Y’s don’t even see it Xers feel indifferent about approval, Y’s expect it Xers assimilate technology, Y’s are “natives” Xers had to “wait their turn”, Y’s had a seat at the table
©2010 Careerstone Group, LLC
Workplace Strategies: Gen Y
Onboard Encourage cohort Manage the post-honeymoon
slump Provide rotation opportunities Demand your supervisors
supervise and give them the resources they need
Challenge them
Ask them their opinion
Find them a mentor
Provide timely feedback Provide leadership
development training Really leverage your new
talent Manage parent involvement
©2010 Careerstone Group, LLC
You Can’t Ignore It
Federal Leaders Must Engage: Boomers: Optimistic and Late-career Gen X: Skeptical and Mid-career Gen Y: Realistic and Early-careerWhen and How THEY Want To Be Engaged
TIP: Conduct a “Stay Interview”
©2010 Careerstone Group, LLC
©2010 Careerstone Group, LLC
Closing Thoughts Today’s organizations must learn to manage, develop
and lead a 21st Century workforce Align organizational needs/wants with workforce
needs/wants
Talent development must be flexible: One size does not
fit all! We have more in common than we think
Mentoring can play an important role in leveraging Generational Diversity
Thank You!
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