Different Generations Call For Different Management Styles

by Patrick Cataldo, Associate Dean for Executive Education

When it comes to communicating with today's work force, one size does not fit all. A confluence of factors has led to the current generational mix. As the work force in the United States continues to age, there are more generations than ever before working together. In addition, the traditional retirement age is being extended for reasons that may be financial, related to job requirements, or for personal fulfillment.

Now, many companies, have a work force that mirrors society—one including: veterans or traditionalists (born between 1922 and 1943), baby boomers (1943-1960), Generation Xers (1960-1980), and Nexters (1980-present). As a result, the knowledge, skills, and workplace attitudes possessed by today's multigenerational work force presents significant communication challenges for business leaders.

Gone are the days when one style of management fits all, if such days ever existed. Successfully managing and leading a work force that comprises these varied groups has become a business imperative. No matter what business you're in, you have to motivate all employees to make contributions to the organization.

The key question is: How do you accomplish this most effectively while bearing in mind the generational biases and differences in beliefs?

It comes as no surprise that the events and conditions experienced during formative growth years—and how a person was raised—help to define who they are and how they view the world, including the world of work. While every employee should be held to the same performance standards, generational differences may influence behavior. This can affect not only day-to-day personnel management but efforts to recruit, develop, and retain a competitive work force that feels valued, respected, heard, challenged, and rewarded by its career choices.

Not surprisingly, leaders in top companies have learned that what works for some generations may not work for others. Here's an example: A Generation X manager tells a boomer—who has worked long hours and achieved outstanding business results—to take some time off. Instead of saying thanks, the boomer employee thinks, "I work hard to get ahead and to get rewarded—not for time off."

A boomer is more likely to be motivated by tangible recognition and would have responded more favorably to a financial reward (cash bonus, event tickets, or a dinner-for-two gift certificate), public recognition, or a personal note saying, "Your contributions are appreciated and valuable to our organization."

You can also expect different generational reactions when providing feedback. The veterans were brought up to understand that "no news is good news." Boomers prepare for feedback once a year and with documentation for their achievements. Gen Xers are forthright and not afraid to ask, "How am I doing?" Nexters want constant feedback on a regular basis—anything less might mean that they are not doing a good job.

Recognizing the efforts involved in catering to what generations want, Deloitte has established the three R's and three C's position: The company believes that all employees want to be respected, recognized, and remembered as well as coached, consulted, and connected. While these apply to all workers, Veterans and Boomers will align better with the three R's and Gen Xers and Nexters with the three C's.

EMC, a global company providing products to store, protect, and manage information headquartered in Hopkinton, Mass., is focused on a program that can adapt to the needs of a 21st century work force. EMC's approach is to create a culture of inclusion with employee and leadership councils designed to encourage worker involvement and engagement.

Companies looking to attract top talent are communicating key messages to the Nexters entering the work force. The most successful leaders in these organizations are finding common themes that resonate well with new workers. Savvy recruiters are stressing the ability to be supplied with the latest technology, working in teams, flexibility in working arrangements, constant feedback, community involvement, and the ability to have fun on the job.

An interesting reference is the report "How Young People View Their Lives, Future, and Politics: A Portrait of 'Generation Next'" by the Pew Research Center for the People and the Press.

No matter what era you are from, communicating effectively to the likes and dislikes of workers will be a constant requirement in maintaining a competitive, multigenerational work force. 

This article originally appeared in the Centre Daily Times.