PLAYING IN THE SANDBOX:

Effective Strategies for Managing Multi-Generational Teams

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Learning ObjectivesEnhance techniques for successful collaboration among teams

At the end of this seminar, participants will be able to:

a. Explore knowledge sharing techniques to stay ahead of the competition

b. Identify new and innovative ways that organizations share knowledge and collaborate

c. Explore ways to foster communities that embrace successful collaborative exchanges

d. Examine global and multi-generations knowledge sharing opportunities and challenges

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What is a Multi-Generational Workforce?

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Workforce Generations

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As This Generation Grew Up…1900 – 1945 1946 – 1964 1965 – 1980 1980 – 2000 2000- ongoing

Traditionalist Baby Boomer Gen X Gen Y “Millennial”

Gen Z “Digital Native”

Hitler invades Russia World’s 1st heart transplant

Global energy crisis Nelson Mandela released Social Media (Twitter, Facebook, Instagram)

Pearl Harbor/WWII Birth Control Pill introduced

AIDS identified Social Media Home schooling

Jackie Robinson joins Major League Baseball

1ST moon landing Exxon Valdez oil spill World Trade Center attacks (9/11)

Sandy Hook School shootings

Korean War begins MLK leads march on Washington DC

Berlin Wall falls Enron, Worldcom and corporate scandal

1st African American President

Disney’s first animated feature (Snow White)

US sends troops to Vietnam

Tandy & Apple market personal computers

Hurricane Katrina Boston Marathan bombings

Technology that shaped them:RADIO

Technology that shaped them:TV

Technology that shaped them:PC

Technology that shaped them:INTERNET

Technology that shapes them:SMARTPHONES/SOCIAL MEDIA

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Spectrum of Behaviors and AttitudesBorn 1900 – 1945 1946 – 1964 1965 – 1980 1980 – 2000 2000- ongoing

Traditionalist Baby Boomer Gen X Gen Y “Millennial”

Gen Z(Digital Native)

BROAD TRAITS

Loyalty, Respect for authority, Obligation to personal and community needsSacrifice

You owe me, Central focus“Live to Work”Build a stellar career

Self-relianceSkepticismWork/life balanceMotivated by moneyCrave security

ImmediacyConfidenceToleranceValue social connectionDesire to rebuild institutions

Appreciation for order, structureStrong work ethicValue sense of predictability in their lives

FAMILY

Experienced traditional nuclear family as children, close to extended family as adults

Strong family values;; leave legacy vs inheritance

“Latch-key kids”, witnessed mass layoffs and divorce of parentsValue independence in their own children

Very close to parentsCan “boomerang” back to parents’ house if needed

High home-schooling rates and proportion of one “stay at home parent” familiesFamily as a secure base

DEFINING TECHNOLOGY Radio Television Mobile Phone & Email Online Search Engines Tablet, Smartphone, visual social media

WORK BEHAVIORSNo complaining, group approach, get the job done

Formal meetings, team work, dedication to employer, work should connect to higher values, less concerned with social causes

Show me the money!Enjoys seamless blend of work and personal lifeFeel job should contribute to great good

Less developed face-to-face, social, and conflict resolution skillsLdr in online collaborationSusceptible to distractions

PLANNING/WORKPLACEPREFERENCES Physical comfort

Acoustic privacy and quality of meeting spaces are most important

Comfortable with engaging workplace Accepts and uses new workspace ideas with practical application

At ease with the ambiguity of an open, unstructured, workspace with high degree of choice flexibility

Favors a “legible” planning layout w/ clear circulation, visual access, and obvious intent of spaces; needs mentoring spaces & blended online/face-to-face collaboration

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A Little Test….

Roller Skate Key

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Adapter

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Lite Brite

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Snapchat

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What video sharing website, created by three former PayPal employees in February 2005, has come to define the era of on-line video?

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Challenges for ManagersBorn 1900 – 1945 1946 – 1964 1965 – 1980 1980 – 2000

Traditionalist Baby Boomer Gen X Gen Y “Millennial”

Outlook Practical Optimistic Skeptical Hopeful

Work Ethic Dedicated Drive Balanced Ambitious

View of Authority Respectful Love/Hate Unimpressed Relaxed, polite

Leadership by: Hierarchy Consensus Competence Achievement, pulling together

Relationships Self-sacrifice Personal gratification

Reluctance to commit Loyal, inclusive

Perspective Civic-minded Team-oriented Self-reliant Civic-minded

Turn-Offs Vulgarity Political incorrectness Clichés, hype Cynicism,

condescension

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Myths and RealityM: Older workers are not as productive as younger employeesR: No significant relationship between productivity and age, as measured by work output and supervisory

ratings

M: Baby Boomers have quit learningR: Baby Boomers are enrolling in adult education and college programs at record rates

M: Gen Xers aren’t willing to work hardR: They are, but believe it is unfair to expect a 70-hr week for 40 hrs of pay. They want a life beyond work

M: Millennials have a sense of entitlement and want opportunities handed to themR: A major survey of US employees revealed that Millennials have an entrepreneurial spirit that makes them

self-reliant

Although Gen Zers have yet to enter the workforce, negative stereotypes may be developing without us even realizing it.

We, as leaders and managers, must address these negative stereotypes and outdated notions at all levels in order to create a productive intergenerational organization.

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Principles for Managing Generations Successfully

1. Collaborate across and initiate conversations about generations

2. Apply historical knowledge

3. Be aware of current trends and applications

4. Ask people about their needs and preferences

5. Offer options

6. Personalize your style; be flexible

7. Build on strengths

8. Pursue different perspectives

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Motivate & Retain• Build good relationships

• Encourage and value feedback

• Increase accountability and trust

• Create a culture of respect

• Give meaningful recognition

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References

• AARP, 2007, Leading a Multigenerational Workforce. Retrieved from http://www.aarp.org

• Morell, A. (2011). Minding the Gap. Retrieved from http://www.meetingsfocus.com/ArticleDetails/tabid/136/RegionID/0/ArticleID/16061/Default.aspx

• Knoll, Inc. (2014). Workplace Research, What Comes After Y? Generation Z: Arriving to the Office Soon. Retrieved from https://www.knoll.com/knollnewsdetail/what-comes-after-y-generation-z-arriving-to-the-office-soon

• Tanner, O. (2015) Motivation Best Practices for the Multi-Generational Workforce. Retrieved from http://www.slideshare.net/OCTannerCompany/ss-motivation-for-all-ages2-3-1

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Panel DiscussionModeratorAngela Jones

Program CoordinatorNational Institute of Health

  

 Panelists 

Charles Crews Cheryl Partee Tage S. Smith Vice President Chief Financial Officer Senior Manager - (IT)

Gas Operations Southwestern Division Global Business Services Consumer Energy USACE Raytheon  

 

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Conclusion/Wrap-Up