Generational Shifts by Dr.Mary E. Donohue

Dr. Mary E. Donohue, CEO, Donohue Learning, Adjunct Professor,
Dalhousie University, Graduate Studies, Faculty of Management
Generational shifts: How to
get along with Boomers,
GenXers, and Millennials
12/5/2017
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Dr. Mary Donohue is a social scientist. It’s her job to know why we speak and act the way we do at
work and how we can shift to be even more effective. Dr. Mary is a cancer survivor who worked with
Paul Newman, learned from Robert Kennedy, Jr., made her movie debut with former Toronto mayor
David Miller, and was briefly (very briefly) a Supreme with Diana Ross.
Named as one of the 18 Outstanding Women In Tech, and Diversity MBA’s top 50 under 50, Dr.
Donohue is a passionate advocate of revolutionizing today’s workforce training through technology
and developing internal talent. Her book with Jack Canfield is an Amazon bestseller in both the US
and Canada.
She is CEO of Donohue Learning™, and her clients include Walmart, American Airlines, TD Bank,
Kaiser Permanente, OLG, and many other private and public organizations.
Dr. Mary is a world-renowned speaker and TEDX presenter, television personality and columnist. Her
work appears in the Huffington Post and Financial Post. She has won awards for her volunteerism and
research and continues to give back daily to her community both domestically and internationally.
Dr. Donohue is also an Adjunct Professor, Graduate School of Management, Dalhousie University,
Halifax, Nova Scotia and can be reached at mary@donohuelearning.com or 416 564 2944.
Today’s speaker
Dr. Mary Donohue, CEO
@DrMaryDonohue

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Where is the problem?

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Where is the problem?

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An introduction to the science so I may consider how it may
apply to my work/team and have an understanding of how my
communication style may be perceived by others. Strategies for
the best way to connect with each group.
Deeper understanding and appreciation of the issues and some
tactics to use to address them.
Learn one takeaway that I can easily apply.
What are your desired outcomes?

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Understand how to turn the gap into a “productive strength.”
What are your desired outcomes?

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What do you want to learn?

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We need to understand how to:
• Engage people: Understand how each generation views technology
• Communicate effectively: Understand how generation processes
information
• Drive performance and sales: What motivates people to buy?
Tying it all together

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We all communicate and process information differently. As I
said earlier, it’s due to our relationship with technology.
We are in the midst of unprecedented digital transformation.
Look at how it is affecting your work.
Defining the problem

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Sales is engagement.
Each generation processes information from leaders, and relates to
technology, differently.
Also, each generation is conditioned to engage differently.
Answer

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My research indicates that one of the key issues in the Technology
Gap is that each generation, by its nature, processes information
differently because of its anchoring moments. The anchoring
moments influence how each generation processes information and
reaches a decision.
This affects sales, relationships and tenure:
• HBR
• Sloan/MIT
• Rotman
What the research says

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What is this research based on?

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This information is drawn from North American audiences.
• Our quantitative study was based on a mixed-method approach to
research. A survey that included one short-answer question was sent to
a sampling of 6500 people we have taught within the last 12 months. All
had identified an interest in understanding the generations.
• We had a 20% response rate, with a margin of error of 5%, and a
confidence level of 95%.
• Our qualitative study that we began in 2013 was based on focus groups
and biographical research with students who volunteered.
Important caveat

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“Why are people
disengaging?”
My driving question

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1.Recognize communication issues caused by technology
2.Never assume people understand
3.Recognize roadblocks in your culture
4.Identify stress triggers
5.Communicate clearly and concisely
6.Learn technology, tone and body language
7.Use technology to earn trust
The seven shifts in communication

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#1 Recognize communication issues caused by technology
“THINKING BRAIN”
Problem-solving, language, regulatory abilities,
reasoning, memories of events and facts
“REPTILIAN BRAIN”
Instinctive reponses, heart rate,
breathing, body temperature
“MAMMALIAN BRAIN”
Non-verbal, emotional and relational
experience, feeling and “gut” memories
FRONTAL LOBES
Uses verbal language and analytical
reasoning
BRAIN STEM
Speaks the language of sensation and
impulse survival mode
LIMBIC SYSTEM
Speaks the language of emotion
© Dr. Mary Donohue
www.DonohueLearning.com

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McLuhan:
Extension and amputation
The great vowel crisis
The change of the church
Historical perspective

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#2 Never assume
people
understand Anchoring
Moment(s)
JFK shot
Cuban Missile
Crisis
Recession(s) in
the 1980s and
1990s
9/11 and
2008 ﬁnancial
meltdown
ISIS
Newtown
Born into
Technology
Radio TV Computer Share/Savvy
Adaptive
Technology
TV Computer Share Lock & Share
Technology:
Self & Others
Forced to learn
for work
Used in isolation
to share with
others
Group
socialization
Group knowledge
Technology &
Learning
Calculators &
typewriters
Computers
Group work
(Facebook
Groups)
Group work with
Google Docs
Technology &
Team
Worked in
isolation,
supported team
Worked in
isolation for team
Teamwork with
technology
Team is
technology
Technology
Disrupters
Loss of dialogue
Loss of human
association
Need to be linked Need to share
Leaders’ toolkit
for building team
& talent
Call them, talk
to them, leave a
voicemail
Get them
together
as a group,
allow them to
brainstorm and
report
Develop them
with learning. Let
them “like”, be
liked and learn
Provide
opportunities to
share and learn
ANCHORING MOMENTS:
*Point of View
POV* On
Anchors
BOOMERS
1945 - 1960
GEN X
1960 - 1980
GEN Y
1980 - 2000
GEN Z
2000 -

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When seeking travel directions, I…
A. Look at a map.
C. Follow my nose or maybe use a compass.
B. Ask for spoken
directions.

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I tend to say …
B. “I hear what you are saying.”
C. “I know how you feel.”
A. “I see what you mean.”

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To teach someone something I…
A. Write instructions.
B. Explain verbally.
C. Demonstrate and let them have a go.

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I tend to say …
B. “Listen to me as I explain ...”
C. “You have a go.”
A. “Watch how I do it.”

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When choosing a new car, I…
A. Read the reviews.
B. Discuss it with friends.
C. Test drive what I fancy.

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I tend to say …
B. “Tell me.”
C. “Let me try.”
A. “Show me.”

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I remember things best by …
A. Writing notes.
B. Saying words aloud or repeating them
in my head.
C. Doing and practicing the activity or imagining
it being done.

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#3 Recognize
roadblocks in
your culture
What is the worst a leader can
do?
Kill their legacy Fire them
Not develop
their talents
How do you listen
to a leader?
Auditory Visual Kinesthetic
What is your perception of a
good leader?
Honorable Monarchy Computer Share
Do you trust your
leaders and your colleagues?
Yes – they provided
a job for 30+ years
No–they will fire me No–I trust my friends
What are your hero paradigms?
WWII and
Vietnam, JFK
Fictional characters
from movies
None, prefer rebels
What is your reward for
leadership at work?
Work hard, get
a pension
Work hard, get fired Work to play
What is your
approach at work?
One unit, one team
Get the job done
well, don’t make
waves
I change based
on the required
results
How is your leader tied to your
engagement level?
My level of
engagement is
with the leader
I am engaged with
the job; the leader
changes
I am engaged with
the people at work,
not the leader, as
leaders change
How do you know your leader
values you?
Corner office Money
Free time to work
on fun things
Who was your mentor?
Middle manager in
my early career
Didn’t have one
My parents, my
teacher
How do you articulate your
anger with your leader?
Logical arguments,
sometimes yell,
take it home
I tend not to; I know
I will be fired. Take it
home, yell, work out
I quit
Is it vision, morals or ethics that
compels you to follow a leader?
Mission Vision Morals & Ethics
What drives your faith in your
team?
Results Results Conversations
POV* on
Leadership
BOOMERS
1945 - 1960
GEN X
1960 - 1980
GEN Y
1980 - 2000

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POV* On
Anchors
BOOMERS
1945 – 1960
GEN X
1960 – 1980
GEN Y
1980 – 2000
GEN Z
2000 -
Key Categorization Builder Entrepreneur Adapter (We like)
Reflective & reactive
(We shove)
Anchoring
moment(s)
Cuban missile,
JFK
Recession 1980s,
1990
9/11 & 2008 financial
crisis
2008 financial crisis,
ISIS & mass murders
by civilians
Self view at work
Boss, cultural, capital
holder
Boss, bridge,
intellectual capital
holder
Emerging leaders,
communication
capital holder
Curious & evolving.
Connected capital
holder
Use of technology Information Independent Shared Merged
Phases that trigger
distress
You don’t know No, you won’t You can’t No internet
Phases that trigger
engagement
What is your
opinion?
Please help me &
picture this
What do you think?
What do you
believe?
Learning preference Auditory Visual Kinesthetic
Interactive (visual /
kinetics
Trigger words Hear, listen See, do Feel, act View, find
Trigger phrases to
build team and be
inclusive
In your experience
Given your extensive
view of …
In your assessment,
what’s next
-
#4 Identify stress triggers

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Napoleon

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#5 Communicate clearly and concisely
Introduction Dear X, First name, Hey first name, No salutation
Subject line Detailed
Short concise
overview
Action required Text
Content
Concise, well written
sentences
• Overview
• Use bullet points
• Action required
• Due date
• Attach docs
Action required
When needed
Overview
Links to support
docs
Share Google docs
Send calendar for
due date
Look A letter A to-do list
Like a science
project / overview
In the cloud
Email text
BOOMERS
1945 – 1960
GEN X
1960 – 1980
GEN Y
1980 – 2000
GEN Z
2000 -
Influence through email:
If you don’t follow this process, you will have a disengaged team

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Triggers in
meeting
BOOMERS
1945 – 1960
GEN X
1960 – 1980
GEN Y
1980 – 2000
GEN Z
2000 -
#6 Learn technology, tone and body language
Spoken words
Look them directly in
the eye
Draw a picture, make
notes, ask for or give
PowerPoint
Engage them with
data
Show me
Presentation style
Conversation: Verbal
with visual support
and facts
Brainstorm: Visual
story-telling and facts
Socialize: Engage
with social proof,
concept and be
succinct
Environment Boardroom Boardroom Kitchen table
Alignment Mission Vision Ethics & Morals

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1.Dr. Mary will customize a speech for your ELT.
2.With the Dr. Mary team, conduct an enterprise communication audit.
3.License our content
4.Enroll in our certificate programs in partnership with Schulich
Executive Education Centre (SEEC) Schulich School of Business,
York University.
5.Pre- order our book WTF! Why is no one listening to me
How to integrate Dr. Mary into Your business
www.donohuelearning.com

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For more information, contact:
mohd@donohuelearning.com
TEL: +1 647-404-0020
Reach out and connect
@DrMaryDonohue
www.DonohueLearning.com
Info@donohuelearning.com

Generational Shifts by Dr.Mary E. Donohue

Generational Shifts by Dr.Mary E. Donohue

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