Understanding generational differences presentation

1. Understanding Generational
Differences
David Sondergaard

2. Outline and Objectives
Outline
• Classification and
introduction
• Generational Influences
• Generational Values
• K & P Model
• Example
• Conclusion
• References
Objectives
• Understand generational
influences and how they
impact our differences
• Apply concepts within your
leadership style to be more
effective with in multi-
generational teams

3. Current and Future Statistics
1992
2002
2012
Projected 2022
0
10
20
30
40
50
60
70
80
90
Total, 16 years
and over
16 to 19 years
20 to 24 years
25 to 54 years
55 to 64 years
65 to 74 years
75 years and
over
Source: Bureau of Labor
and Statistics

4. Overview and Definitions

5. Influences – Technology
• Traditionalist
• Phone and Mail
• Radio
• Baby Boomer
• Television
• Mainstream Phone
• Generation X
• Internet
• Micro processor
• Millennial
• Social Media
• Smart Phone
Takeaway : The speed at which people
communicate and access information
influence their values

6. Influences - Social
• Traditionalist
• Depression
• WW2 & Korean War
• Baby Boomer
• Civil Rights & MLK
• Space Age
• Generation X
• Energy Crisis
• Dual Income Families
• Millennial
• War on Terrorism
• Embraced Diversity
Takeaway : Major social events
have shaped the values of the
different generations

7. Influences – Economic
• Traditionalist
• Survived the Depression
• War Economy
• Baby Boomer
• Post war boom
• Plentiful Manufacturing jobs
• Generation X
• Outsourcing
• .COM Bust
• Millennial
• Housing Boom in early 2000’s
• Great Recession of 08
Takeaway : The economic conditions that the
different generations faced shaped their attitudes
towards work

8. Management Structures of 21st Century

9. Values and Characteristics -Traditionalists

10. Values and Characteristics - Baby Boomers

11. Values and Characteristics - Generation X

12. Values and Characteristics - Millennials

13. Summary

14. K & P Model – Model The Way
Traditionalists Baby Boomers Generation X Millennial
• Dedicated
• Pay your dues
• Work hard
• Respect Authority
• Hard work
• Age=seniority
• Company first
• Training happens on the
job
• Newly developed skills
benefit the company, not
the individual
• Driven
• Workaholic-60 hr work
weeks
• Work long hours to
establish self-worth and
identity and fulfillment
• Work ethic = worth ethic
• Quality
• Skills are an ingredient to
success but they are not
as important as work ethic
and “face time”.
• Balance
• Work smarter and with
greater output, not work
longer hours.
• Eliminate the task
• Self-reliant
• Want structure & direction
• Skeptical
• Amassed skills will lead to
next job, the more they
know the better. Work
ethic is important, but not
as much as skills
• Ambitious
• What’s next?
• Multitasking
• Tenacity
• Entrepreneurial
• Training is important and
new skills will ease
stressful situations.
Motivated by learning /
want to see immediate
results.

15. K & P Model – Share an Inspired Vision
Traditionalists Baby Boomers Generation X Millennial
• Adhere to rules
• Recognition and respect
for their
• experience
• Value placed on
history/traditions
• Job security and stability
• Company with good
reputation
• and ethics
• Clearly defined
rules/policies
• Do what you know needs
to be done
• Challenge authority
• Crusading causes
• Dislike conformity and
rules
• Heavy focus on work as
an anchor in their lives
• Loyal to the team
• Process oriented
• Relationship focused at
work
• Strive to do their very best
• Value ambition,
collaboration, Equality,
Personal, personal
growth, and teamwork.
• Willing to take risks
• Work efficiently
• Care less about
advancement than about
work/life balance
• Expect to influence the
terms and conditions of
the job
• Have a work ethic that no
longer mandates 10 hr
days.
• Looking for meaningful
work and innovation
• Outcome oriented
• Rely on their
technological acuity and
business savvy to stay
marketable.
• Want to get in, get the
work done and move on
to the next thing
• Expect to influence the
terms and conditions of
the job
• High expectations of
bosses and managers to
assist and mentor them in
attainment of professional
goals.
• Goal oriented
• Looking for meaningful
work and innovation
• May be the first
generation that readily
accepts older leadership
• Mentoring is important to
them
• Thrive in a collaborative
work environment

16. K & P Model – Challenge The Process
Traditionalists Baby Boomers Generation X Millennial
• DO NOT ADAPT WELL
TO CHANGE
• Recognition and respect
for their experience
• Value placed on
history/traditions
• Clearly defined
rules/policies
• Do what you know needs
to be done
• Ability to “shine”/”be a
star”
• Make a contribution
• Company represents a
good cause
• Fit in w/ company
vision/mission
• Team approach
• Need clear and concise
job expectations, and will
get it done
• Like to achieve work
through teams.
• Dynamic young leaders
• Cutting edge
systems/tech
• Forward thinking
company
• Flexibility in scheduling
• Input evaluated on merit,
not age/seniority
• If you can’t see the
reason for the task, they
will question it.
• If you can’t keep them
engaged then they will
seek it in another position.
• Like and appreciate
change
• Strong, ethical
leaders/mentors
• They expect to learn new
knowledge and skills
• They see repeating tasks
as a poor use of their
energy and time
• organizations. Respond
best to more networked,
less hierarchical
organizations.
• They want to make a
difference

17. K & P Model - Enable others to act
Traditionalists Baby Boomers Generation X Millennial
• Think that work is not
suppose to be fun
• They follow rules well but
want to know procedures.
• Tend to be frustrated by
what they see as a lack of
discipline, respect, logic
and structure especially if
the workplace is more
relaxed or spontaneous.
• Consider their feelings
• Tend to be conservative in
Workplace
• Like the personal touch
• Want to hear that their
ideas matter.
• Their careers define
them, their work is
important to them.
• Silly routines are
frustrating.
• Before they do anything,
they need to know why it
matters, how it fits into the
big picture and what
• Are motivated by their
responsibilities to others
• Respond well to attention
and recognition.
• Don’t take criticism well.
• Want independence in the
workplace and informality
• Give them time to pursue
other interests
• Allow them to have fun at
work
• Give them the latest
technology
• Want to work with bright,
creative people
• Take time to learn about
their personal goals
• They expect to be treated
respectfully. Raised to feel
valued and very positive
• Disrespect any
requirement to do things
just because this is the
way it has always been
done or to pay one’s
dues.
• Provide a work
environment that rewards
extra effort and
excellence

18. K & P Model - Encourage the Heart
Traditionalists Baby Boomers Generation X Millennial
• Recognition and respect
for their experience
• Value placed on
history/traditions
• Job security and stability
• Company with good
reputation and ethics
• Clearly defined
rules/policies
• Do what you know needs
to be done
• Ability to “shine”/”be a
star”
Make a contribution
Company represents a
good cause
• Fit in w/ company
vision/mission
Team approach
• Need clear and concise
job
expectations, and will get
it done
• Like to achieve work
through teams.
• Dynamic young leaders
Cutting edge
systems/tech
• Forward thinking
company
• Flexibility in scheduling
• Input evaluated on merit,
not
• age/seniority
• If you can’t see the
reason for the task, they
will question it.
• If you can’t keep them
engaged then they will
seek it
• Want to be challenged-
Don’t want boring
• job
• Expect to work with
positive people and
• company that can fulfill
their dreams
• Strong, ethical
leaders/mentors
• Treated w/ respect in
spite of age
• Provide engaging
experiences that develop
transferable skills them to
do and the value it adds.

19. Application – Problem (Technical Aspect)
• Had issues getting
CSG. To bottom due to
clay swelling
• After not being able to
get the Casing in the
well, we had to pull it
back out
38’ MLC
Swelling Clays
42” Surface Hole 36” Surface CSG.
220’ Water Depth
45’
380’
Swelling Clays

20. Application – Solution (Technical Aspect)
• Due to environmental factors and Halliburton’s
advice, delays, and the lack of knowledge all led
to the clays swelling preventing the Casing to get
into the well
• Current solution was insufficient, and we needed
to design a heavier fluid to add more hydrostatic
forces to counteract the swelling forces
38’ MLC
42” Surface Hole
220’ Water Depth
45’
380’
Swelling Clays Swelling Clays
HydrostaticForce

21. Application – Communication Map
Operations Team
• Overall managers of the
project
• Traditionalist / Baby boomer
• RED Personality
MI Swaco Team
• Manage Fluids and advise in
their implementation
• Baby boomer / Millennial
• Need to protect reputation
Engineering Team
• Act as technical advisors
• Generation X
• Wants a Technical Challenge
Halliburton Team
• Provide cementing services
and act as advisors to their
implementation
• Blue Energy
• Millennial

22. Application – Bridge the Divide K&P
Approach to Operations Team
• Model the way
• Built a rapport based on their work ethic
• Share an Inspired Vision
• Valued the timeline and show willingness
to take on extra responsibility
• Challenge the process
• “better to ask permission than
forgiveness”
• Enable others to act
• “I can have this completed yesterday”
• Encourage the heart
• “This will get you that Superintendent job
that you want”
Approach to Engineering Team
• Model the way
• Build rapport by asking about technical
aspects and offering input
• Share an Inspired Vision
• Further explain the permit and design
limitations and forces at play
• Challenge the process
• “This solution is better addresses our
design criteria” We must complete this at
all costs
• Enable others to act
• Talked openly about potential issues and
plans to address them
• Encourage the heart
• “we are using our software tools more
effectively to better improve”

23. Application – Result
• We were able to get the
casing to bottom. Which
allowed us to finish the project
• Cost of that well was 2 billion
dollars and took 2 rigs and 26
support ships (not including
the US Navy)

24. Conclusion
• It is an outgrowth of Mental Models
• Generational influences have created different
characteristics which we can manipulate to better
connect with people