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Bridging the Generational Gap at Work

Bridging the Generational Gap at Work

The Future of Everything

The broadcaster J.B. Priestly put it perfectly when he said early in the last century, “There was no respect for youth when I was young, and now that I am old, there is no respect for age – I missed it coming and going.” It seems that generational divides are not new, nor should they be. Generational perspectives keep us moving forward, and the Xs and Ys will, for sure, change how we organize and lead. How we all manage the shifts in technology, communication, behavior and how we relate depend heavily on our mutual expectations. And right now expectations are very different.

Perhaps you have heard the arguments that younger professionals aren’t loyal, lack a focused work ethic and are always playing with the computer. If we look at these criticisms through a future prism, we might see compliments. It all depends on our perspective.

The average job tenor for a baby boomer is about eight years, or roughly four jobs in a professional lifetime. Most Xs and many Ys have already had that many assignments, because the average job tenure for them is about three years. However, if our future professional world relies on workers who are conceptual, flexible and following what they care about, this is not such a bad thing. After all, the traditional employee contract of a stable and secure tenure at one company has been gone for two decades now, and it may be time for us “mature” professionals to let go of our old perspectives and expectations. Our panel thinks that our current work structure and culture will not sustain the job-for-life scenario, and that new generations intuitively recognize this is the case.

And what about being on the computer all the time, communicating through social networking, intuitively learning new applications and creating their own work and social cultures? After all, this is their world. Twenty years ago, e-mail was relatively new, and we can remember people saying that would never work. Today, we can’t live without it, and it is a powerful productivity tool. However, most teenagers, the workers of tomorrow, hardly use e-mail, instead relying on Facebook and other tools to interact at a faster pace. All this playing with the computer has created new ways to work, and all this energy can benefit the professional and the organizational missions if we let it.

The multi-generational workplace that is flexible, agile and portfolio in nature will be the standard. People will be attracted to the work they care about, and deploy themselves to the assignments that fulfill their needs for professional interest. Our workplaces will establish environments and cultures that result in creative and conceptual products and ideas. As leaders, we will encourage multiple roles and assignments that fulfill people, regardless of generational perspective, with meaningful work. Our systems for managing our teams will morph to provide seamless shifts in assignments, and workers and employers alike will produce better results.

Of course, we all still need to work out how these progressive changes will happen, but one thing is for sure, the newer generations will always change things, and older professionals can too. The next time you hear someone say they don’t understand the new worker, think about what might happen if they tried. Let’s not miss it coming and going. Let’s meet it where it is, and use these new generational dynamics to our collective benefit. The new professional generations represent the future of everything.

Under the direction of Bedford, NH-based executive leadership coaching firm Sojourn Partners, The Future of Everything Project brings together panels of thought leaders from diverse backgrounds and interests to brainstorm, collaborate and proactively craft a vision of “what can be.” Core project participants on this topic included Tammy Hildreth and Paul Philbrick, co-founders of Network for work, Dennis Delay, an economist with NH Center for Public Policy Studies and Elyse Barry, a partner with Sojourn Partners.

Dr. Russ Ouellette is the managing partner of Sojourn Partners, a Bedford-based executive leadership coaching firm. He can be reached at (603) 472-8103 or russ@sojournpartners.com. He can also be twittered @RussOuellette or Facebooked – Sojourn Partners.

Re-published courtesy of NH Business Review

One thought on “Bridging the Generational Gap at Work

  1. Paul A. Gagnon says:

    OLD/YOUNG, in my heart I will always be young, having said that, on the outside I am old, and the young see that. It affects them. Once on an interview with a very young HR person, at a company I had worked for years before, before a full HR system was in place. It was easy to see where the interview was going, “we feel that it may be hard, or a problem for older workers to adjust to young supervisors”. Quick to adjust, I responded, “working with young supervisors is great, they have fresh new idea’s! I have enjoyed working with them, they may not fully know the work to be done, but they know to put the right person on task”…………………….”You are hired Mr. Gagnon”!

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