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Leading 4 Generations in the Workplace
The document discusses the challenges and dynamics of having four different generations (Traditionalists, Baby Boomers, Generation X, and Millennials) in the workplace simultaneously. It emphasizes the importance of understanding generational differences in motivation, work ethic, and communication styles to foster collaboration and reduce conflicts. Strategies such as acknowledging team expectations, reverse mentoring, and promoting mutual understanding are suggested to enhance intergenerational collaboration.
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Leading 4 Generations in the Workplace
- 1. Leading 4 Generationsin the Workplace BWI Hilton December 13, 2013 The Maryland Association of CPAs www.macpa.org The Business Learning Institute www.blionline.org
- 2. Tom Hood, CPA,CITP, CGMA If there is a conversation about the future of the profession, you're bound to hear Hood's name mentioned as one of the people leading the way. – Accounting Today CEO Maryland Association of CPAs (MACPA) www.macpa.org • Named the Second Most Influential in Accounting by Accounting Today Magazine 2013 • Top 150 Influencer by Linked-In • Top 25 Influencers in Learning & HR by HR Examiner • Top 25 Public Accounting Thought Leaders by CPA Practice Adviser Business Learning Institute (BLI) www.blionline.org http://www.linkedin.com/in/tomhood/
- 3. Download today’s slidesat … www.SlideShare.net/thoodcpa
- 4. http://macpa.cnf.io Ask and answer questionsthroughout the day here… Conferences.io was used to engage our members and encourage open Q&A and feedback with this exciting new technology we will begin incorporating into strategic planning and CPE courses for engagement and collaboration.
- 5. http://macpa.cnf.io Respond to aPoll Ask a Question Vote up a Question
- 6. Insights to Action “Onewithout the other is either useless or destructive” T
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- 10. Historical Context –The Perfect Storm • Web 2.0 • Globalization • Generations Source: Don Tapscott - Wikinomics
- 11. The New Normal- VUCA
- 13. What is thisall about? • First time ever that we have 4 different generations in our workforce working together side-by-side • Traditionalists, Boomers, Xers, and Millennials (Y’s) • Each of these generations were impacted by various events that shape who they are and how they work • We need to understand what motivates the various generations and how to work together
- 14. Common Workplace Conflicts • • • • • • • • • Conflictsfrequently have generational issues as their cause “He is not committed to his job” “She does not listen to my ideas” “He has a poor work ethic” “He does not follow direction” “I can’t believe the way he/she dresses” “She treats me like my parents” “What do you mean I can’t work from home on Friday’s” “She does not listen to my ideas”
- 16. A Glance intothe Future: Theory: The oldest, wealthiest, and most visible members of a generation define the behavior and attitude for those that follow.
- 17. A repetitious process… • A senior generation assumes they know what the younger generations want (or should want) for themselves; how they should define success. • The senior generation then prescribes a pay your dues process to achieve that success. • The senior generation thinks, in the back of their mind, that the younger generations will never have to work as hard as they did to become successful.
- 19. Consider the following: Whathappens when generations define success differently? How do the conflicting definitions of success affect how we motivate, coach and encourage in the workplace?
- 20. Four Generations inthe Profession Millennials (Gen Y) Generation X Baby Boomers Matures (Traditionalists) - Born btw 1980 2000 - Born btw 1965 1979 - Born btw 1946 1964 - Born btw 1945 1925
- 21. Characteristics Traditionalists Born 1925-1945 Baby Boomers Born1946-1964 Generation X Born 1965-1977 Millennials Born 1978 or after Age Span 65 to 86 years old 46 to 64 years old 33 to 45 years old 32 or younger Traits Conservative Believe in Discipline Respect for authority Loyal Patriotic Idealistic Break the rules Time stressed Politically correct Pragmatic Self-sufficient Skeptical Flexible Media/Info/Tech savvy Entrepreneurial Confident Well-educated Self-sufficient Tolerant Team builders Socially/politically conscious Defining Events Great depression World War II Korean War Vietnam War Woodstock Watergate Missing children Latch Key Kids Computers in school School shootings Terrorism Corporate scandals To Them Work Is If you want a roof and food…. Exciting adventure Difficult challenge To make a difference Work Ethic Loyal/dedicated Driven Balanced Eager but anxious Employment Goals Retirement Second career Work/life balance Unrealistic Education A dream Birthright Way to get to an end A given Communication Face to face Telephone Email IM/Text messaging Time at Work is defined Punch clock Visibility Why does it matter if I get it done today? Is it 5 PM? I have a life. Most need in the workplace Continued involvement past 65 Recognition! More information Praise and fun; or is that fun and praise?
- 22. Generational Self-Definition Source: LeeRainie - Pew Internet
- 23. The Matures (bornprior to 1946) Duty, honor, country Dedication, sacrifice Conformity, blending, unity – We First Patience Hard, hard times then prosperity National pride Doing a good job was most important Age = Seniority
- 24. The Baby Boomers( 46 to 64) Work ethic = Worth. Workaholic Competitive Success is largely visible – trophies, plaques, certificates, etc. Optimistic Consumers Defined by their work I’d like to teach the world to sing…
- 25. Generation X (65 to 79) Question authorities. Their heroes are people they ve met; that they know. Raised as their parent s friends. Saw lifelong employment end – don t believe it will happen to them. Can be cynical. Can be pessimistic. Time horizons are shorter than the Boomers or Matures. Time is a currency. Carpe Diem approach – Seize the day! Prove it to me.
- 26. Millennials (Since 1980) Individualsw/ a group orientation (team?) Optimistic Programmed. Coddled. Well looked after. Hard time focusing on anything. Busy stressed at a young age. Like X , raised as their parent s friends. Are not adults. Are not adolescents. Adultolescent phase. Future is very short term. Huge goals. Clueless on the execution.
- 27. Another way oflooking at this… Millennials Self Actualization Gen X Esteem Needs Baby Boomers Belonging Needs Matures Safety Needs Physiological Needs Source: Cam Marston “I have to study politics and war. so that my sons can study mathematics, commerce and agriculture, so their sons can study poetry, painting, and music.” - John Quincy Adams
- 28. Generation Gap orLap? The speed of change makes you uncomfortable on a regular basis, he says. That's so difficult for people who are paying mortgages, buying cars, trying to give their kids the things they had, to get them through school. You want to feel confident in the last 15 years of your career that after 25 or 30 years of effort, it's just going to work, he says. But it isn't so. And I don't think you ever get over the fear of not knowing.” – Doug Gould Ad Exec
- 29. Generation Gap orGeneration Lap In 1997, young people for the first time were recognized by adults as being authorities on something truly revolutionary – digital technology, interactive media, and COLLABORATION.” - Don Tapscott Grown Up Digital
- 31. Generation Gap orGeneration Lap Maria: Do you think members of Gen-Y have any millennial traits we can actually use to our advantage? Rich: This sounds strange, but hear me out. Our most positive trait is that we’re inexperienced. What I mean with that is, today’s world is a lot different from yesterday’s. Inexperience means rejecting the status quo, and that’s what innovation is. We’re not afraid to, it’s a very positive thing I guess. We’re not stuck in this rut for so many years. The second most important thing is adaptability. We’ve lived in this time of rapid change, especially growing up in the first decade of the millennium. We’re used to it, it’s how we live. Hopefully my taking a risk will inspire others to do something bold. Source: Money Under 30
- 32. Leadership Succession Eventhe best strategy can fail if a corporation (or firm) doesn t have a cadre of leaders with the right capabilities at the right levels of the organization The failure to assess leadership capacity systematically before launching strategic initiatives can leave tope executives scrambling to fill gaps at the last minute – with significant consequences Leadership as the Starting Point of Strategy CFO.com
- 33. The generation gapis widening
- 35. Some strategies toconsider • • • • • • • Generational context is not about age, but common experiences Acknowledge your team’s expectations, not just your own Different is neither right nor wrong, just different Age-ism is the death of any coaching strategy Generational understanding does not take the place of concern for the individual Different generations care about different approaches to the same problem – highlight points accordingly Technology is not universal – assess your team members’ affinity level before making communication assumptions www.macpa.org www.blionline.org
- 36. The Eight NetGen Norms that will transform business, education and government 1. Freedom – The freedom to work when and where you want 2. Customization – My job my life 3. Scrutiny – I know what you did last night 4. Integrity – Be a good company to work for 5. Collaboration – Teamwork 6. Entertainment – Work should be fun 7. Speed – Let’s make things happen now! 8. Innovation – Let me invent
- 37. The New Math Generations LC Communication 10,000 Hour Rule CC EC
- 38. “In a periodof rapid change and increasing complexity, the winners are going to be the people who can LEARN faster than the rate of CHANGE and faster than their COMPETITION.” - Tom Hood, CPA.CITP.CGMA
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- 40. Source: Research fromCPA Horizons 2025 Project the Business Learning Institute
- 41. The Challenge Managing multigenerational workforcesis an art in itself. Young workers want to make a quick impact, the middle generation needs to believe in the mission, and older employees don't like ambivalence. Your move. Harvard Business School Working Knowledge“ newsletter, April 2006: Can you manage different generations?
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- 43. #CCEC # 1 Skillis Collaboration # 2 Skill is Communication according to 2012 IBM Global CEO Study
- 45. My take ongenerations • Major issue that needs to be dealt with • Mutual understanding and communication – bi-directional not one way • Accept differences and find the opportunities • X Y are about time Boomers are about relationships • Reverse mentor on technology and communication • Engagement participation are key
- 46. It s easyto say that these simple demonstrations shouldn‘t be necessary. Many people say that employees should enter the workforce ready to work. Blame the parents, the schools, the media or something else. But that won t change the outcome So deal with it Motivating the What s In It For Me Workforce Cam Marston
- 47. • • • • Sources References ManagingIntergenerational Conflict in the Workplace – Susan Hayword, MA, CHRP Mixing Four Generations in the Workplace – Cam Marston Grown Up Digital – Don Tapscott Y-Size Your Business – Jason Ryan Dorsey • For training on generational issues and other success skills – check out our catalog at www.blionline.org
- 48. BLI http://www.blionlline.org Search BLICatalog for “Generations” http://t.co/iN53cmYiyQ
- 49. Tom Hood, CPA.CITP CEO MarylandAssociation of CPAs Business Learning Institute (443) 632-2301 E-mail tom@macpa.org Web http://www.macpa.org http://www.blionline.org Blog http://www.cpasuccess.com Follow me on: ü Twitter: http://www.Twitter.com/tomhood ü LinkedIn: http://www.linkedin.com/in/tomhood ü Facebook: http://www.facebook.com/thoodcpa ü Slideshare: http://www.slideshare.net/thoodcpa ü Youtube: http://www.youtube.com/thoodcpa ü Second Life avatar name: Rocky Maddaloni