Four Generations
Why You Need to Consider Generational Differences in Your Business
It would certainly be efficient (though boring and much less creative) if we all responded to life with a single communication style, a single set of values, and a single decisionmaking lens. But, thank goodness, we don't.
People respond to situations very differently as a result of many factors: life experiences, values, morals, leadership style, communication style, core motivators, gender, life cycle, ethnicity, risk profile, political leanings, decision-making orientations, and more.
In today's labor force and marketplace, an emerging element in considering diversity is generational differences. Employees belonging to different societal generations tend to respond positively to very different management approaches and incentives. Likewise, consumers of different generations respond positively to different marketing messages. Four generations are present in today's workforce and consumer market, and it is important for your business that you understand each. Though individuals vary, and the characteristics that we describe are generalizations, they do hold true across societal groupings, and they have implications for your employee management and customer service.
First are the people born between 1926 and 1945, termed the Radio Generation. Now largely retired, they were shaped by the Great Depression, the growth of national infrastructure (including electricity), World War II, and the Cold War. Members of this group—sometimes called The Greatest Generation—are patriotic and conservative, and they believe in loyalty, honesty, family, self-reliance, and following the rules. Successful marketing messages and motivation for the Radio Generation, many of whom seek part-time work, depend on honoring these values. At work, they want discipline and consistent, stable rules, though they also seek something new in their "encore" careers: flexibility. They expect flexibility in both hours and days scheduled along with recognition that they still have valuable skills to contribute. People from this generation tend to respond well to formal, face-to-face communication. They appreciate logical arguments and traditional means of acknowledgment, such as framed certificates.
The Baby Boomers, born from 1946 to 1965, grew up against the backdrop of the Vietnam War, the civil rights movement, and the rise of television. Also known as the Me Generation, they are idealistic and want to make the world a better place, yet they also see the world as their oyster. Baby Boomers tend to value advancement opportunities, choice, and change. Many work extremely hard and have hoped to retire early. On the job, they value productivity and high output; they focus on outcomes and the steps needed to achieve goals. Boomers enjoy inspirational talks, and many prefer to be recognized with fanfare and publicity. They are most effectively managed using clear statements of expectations and desired results.
Those born between 1966 and 1985 have been termed Generation X (also known as the MTV Generation), and they are the most difficult cohort to define. Many grew up as latchkey kids, with both parents engaged in the workforce, and alongside new technologies, including personal computers, fax machines, and mobile phones. The frequent downsizings they observed by large corporations have left them without loyalty to a single firm, although they do affiliate with specific professions and specific projects. They are much more realistic than Baby Boomers about possibilities the world has to offer. They work to live rather than living to work, and they are much more aware of and sensitive to differences among cultures. Gen Xers value flexibility in work and in life, family time, immediate gratification, and special gifts or perks (such as the unique work environments they enjoyed during the dot-com boom). In work, Generation X value outcomes, but they are also concerned about being granted their rights, developing new skills, and having strong relationships. They like being told what results to achieve, but not how to achieve them. They want to figure things out on their own and give input. Gen X employees prefer an extra day off to any kind of formal recognition, and relationships with supervisors are the key to their job satisfaction.
Most recently, Generation Y—people born between 1986 and 2005—have grown or are growing up in the midst of terrorist attacks, ongoing international conflicts, and increasing cynicism about heroes. They are also the Reality TV generation, yet they seem to be returning to conservative values. In the workplace, they want even more flexibility; they desire continual stimulation, they value choice, and they may expect gratification even more immediate than their Gen X predecessors. Generation Y employees seek to continually learn and expand their skills. They want to be part of something bigger than themselves, so it is important to communicate how they fit into the overall vision for your business. Their managers should be coaches, not bosses. Email and hallway communications work well with Generation Y.
Start keeping generational characteristics in mind in the context of your organization; we're certain that it will make a difference in the way you do business.