Traditionalists to Millennials: A Project Leadership Challenge

Transcription

1 Traditionalists to Millennials: A Project Leadership Challenge

2 What challenges have you encountered leading different generations of people on your projects? 2

3 Each generation brings its own set of Values Work ethics Leadership expectations Communication preferences Preferred work environment Assets and liabilities on the job 3

4 Values are deeply held convictions that inform what a person thinks, feels and does. Premise: 1. The total number of values that each person possesses is relatively small (30 to 60) 2. Everyone has the same values to varying degrees. 3. The origin of human values can be traced to one's formative years, culture, institutions, society, and to some limited extent, perhaps to ones unique genetic makeup. 4. The consequences of one's values will be manifested in virtually all that one feels, thinks, and does. Source: Paul M. Whisenand, The Effective Police Manager, 1981:

5 Defined by their common tastes, attitudes and experiences Defined by the events that captured the attention and emotions of millions of individuals during their formative years Events include: conversations, music, heroes, passionate issues, common history, images, technology, food, national and global events, and collective experiences). 5

6 Generation A.K.A Year No. Born % of Workforc Traditionalists 75 Million 10% e Baby Boomers Generation X Millennials Veterans Silents Greatest Gen. WWI Gen. Matures Boomers Million 45% Xers Thirteeners Post Boomers Gen Y Echo Boomers Internet Gen. Nexters million 30% Million 15% Millenniums N/A N/A Source: Managing Generation Y by Susan Eisner, Fall

7 What were the major events that shaped your world? What were the values you learned as a child? What were the major social movements/trends as you grew up? What technology were you exposed to that changed your life? 7

8 Communication Preferences Direct Chain of command Collaborative Diplomatic approach Leadership Preference Consensus Command & control Collaborative Competence 8

9 Career Focus Build a stellar career Career security Building a legacy Keep options open Preferred Work Environment Standard policies Fast paced Collaborative / Social Participatory 9

10 Pair up with some people who are not of the same generation as you. Share your Basic work values for your generation Strengths and weaknesses your generation brings to the workplace Something you can learn from another generation What can you do as a Project Manager to maximize the strengths each generation brings to the project? 10

11 Traditionalists Inform on need to know basis Formal communication Chain of command Face to face Baby Boomers Periodic Chain of command Diplomatic / politically correct Face to face Gen X Frequent feedback Informal Direct / Blunt , voice mail Gen Y Frequent Clarity / straight forward Respectful Positive , voic , texting 11

12 Traditionalists Respects authority Top down management style Do what is asked of them Baby Boomers Participatory Need to be important to success Treat as equals Consensus oriented Gen X Unimpressed by authority Leadership based on competence Do not micromanage Involve in decision making Gen Y Collaborative leadership Be clear on expectations Assign mentors Be a role model Learn from them Be respectful & take them seriously 12

13 Traditionalists Standard policies, rules & procedures Formal environment Loyalty is appreciated Patient Baby Boomers Team environment Participatory Process oriented Driven by organization s mission Work is primary Gen X Casual environment Greatest and latest technology Life-work balance Provide variety Team environment Equity-fairness Fast paced & fast decisions Challenging work Results oriented Gen Y Allow for collaboration Flexible schedules Have fun Balanced work-home life Learning opportunities Social environment Emphasize equality Trust 13

14 Traditionalists Respect their experience Value their efforts Use as mentors Traditional perks Establish rapport Baby Boomers Need to be important to success Value their contribution Public recognition Name recognition Reward hours and effort Gen X Provide variety Provide feedback Self development opportunities Let them do it their way Don t get rule bound Ability to challenge the established ways Gen Y Opportunities for achievement Engage them Allow for collaboration Be respectful & take them seriously Public recognition Provide learning opportunities Learn from them 14

15 ASSETS Stable Detailed oriented Thorough Loyal Hard working Stay with a company Amassed wisdom and knowledge LIABILITIES Inept with ambiguity and change Reluctant to buck the system Uncomfortable with conflict Reticent when they disagree Source: Generations at Work by Ron Zemke 15

16 ASSETS Consensus oriented Service Oriented Driven Willing to "go the extra mile" Good at relationships Want to please Good team players LIABILITIES Not budget minded Uncomfortable with conflict Reluctant to go against peers Overly sensitive to feedback Judgmental of those who see things differently Source: Generations at Work by Ron Zemke 16

17 ASSETS Focus on skill building Adaptable Techno-literate Independent Uninitiated by authority Creative LIABILITIES Impatient Poor people skills Inexperienced Cynical Distrustful of corporations Job hopping Skeptical Source: Generations at Work by Ron Zemke 17

18 ASSETS Collaborative Optimism Tenacity Heroic spirit Multi-tasking capabilities Technological savvy Goal oriented CHALLENGES Need for supervision and structure Inexperienced in dealing with difficult people issues Have high expectations Distaste for menial work Impatient Lack of work experience Want flexible schedules Parents are still involved Source: Generations at Work by Ron Zemke 18

19 Issues Traditionalist Boomers Gen X) Gen Y Outlook Practical Optimistic Skeptical Hopeful Work Ethic Dedicated Driven Balanced Determined Authority Respectful Love-hate Unimpressed Polite Leadership Hierarchy Consensus Competence Collaborative Relationships Self-sacrifice Personal gratification Reluctance to commit Inclusive Perspective Civic-minded Team-oriented Self-reliant Team-oriented Turnoffs Vulgarity Political Incorrectness Cliché/Hype Promiscuity Source: Generations at Work, Zemke, Raines, Filipczak 19

20 Acknowledge that everyone is unique Review generational patterns when needed ASK questions & LISTEN Understand how to motivate each generation Value and celebrate the diversity Develop 2-way inter-generational mentoring & learning Make flexible approaches and policies to meet different generational needs 20

21 Key AHA s Key Messages Next Steps 21

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23 Susan K. Heidorn Anderson, Heidorn & Associates, Inc Tanlewood Lane N Champlin, MN susanh@aha-inc.net 23

24 Books Generations at Work by Ron Zemke, Clarie Raines & Bob Filipczak Articles Digg this: Talking to Gen Y; Carmine Gallo, Business Week Online, 10/27/2006, p. 17 Managing Generation Y: Susan Eisner, Ramapo College of New Jersey, Autumn 2005 Scenes from the Culture Clash; Danielle Sacks Fast Company, Jan/Feb 2006, Issue 102, p Generation X and the Art of the Reward, Scott Hays Workforce, November 1999 Understanding Generational Difference in your New Members, Nursing Society, 2005 Generation X Managing Generation X; Claire Raines, 1997 The Boomers & The Xers; Claire Raines, 1999 Managing Millennials; Clare Raines, World of Work; Ranstad, 2008 Managing Generation Y; Susan Eisner, Sam Advanced Management Journal, Autumn 2005 How to Get the Most From a Generational Workforce; Diane Domeyer, OfficePro,