A Practical Approach to Leading a Multi-Generational Team

Today, with the workforce being ever more diverse, leaders face the challenge of building and developing teams made up of members from four distinct and unique generations. Being a relatively new challenge unlike any leaders had faced in the past, it is best to first understand the different characteristics of each generation before adjusting your leadership approach.

by Connor Jordan

Questions to consider regarding employees from various generations: What motivates them and makes them tick? How do they perceive management? How do they solve problems? How do they prefer to communicate?

Each generation brings their own pros and cons with respect to how they view work, make decisions and view success. Knowing these basics, a leader can then begin to create practical tools and processes for leading them.

Join a Free Webinar  - “Motivating Multi-Generational Teams”

Common Characteristics of Each Generation

Mature (65+) - Typically members of this generation are considered to be hard working, dedicated and loyal. They value optimistic attitudes, attendance, practical knowledge and sacrifice. They are “hands on” and take a practical approach to solving problems.

Something you might hear them say, “I do it the right way.”

Baby Boomers (46 – 64) – Currently, members of this generation make up the largest percentage of today’s leaders. They were the first to be raised with television and built the first computers and wireless communication devices. Having grown up during an era of major social change, they tend to be confident, independent and self-reliant.

Something you might hear them say, “If it doesn’t work, I can change it.”

Generation X (31 – 45) – Also referred to as the “me” generation, members of this group are described as being less committed to one employer and more willing to change jobs. In the workplace, they commonly value freedom and responsibility. Needing less structure, they dislike being micro-managed and embrace a more open management and communication style.

Something you might hear them say, “I work to live, not live to work.”

Generation Y (under 30) – Members of this generation have been raised in a child-centric culture which showers them with attention. They typically grew up juggling multiple sports, school and social activities, so they value a work/life balance over higher pay. Having grown up with technology, they rely on it to communicate using texting, e-mail, and social media over face-to-face interaction.

Something you might hear them say, “There’s more than one right way to do it.”

Participation in the Workforce

According to the US Bureau of Labor Statistics, in 2010 the percentage breakdown for labor force participation by each generation is as follows:
Mature – 4.7%
Baby Boomers – 38.6%
Generation X – 32.1%
Generation Y – 24.7%

Potential Issues Leaders Face

For a leader, it is important to recognize these basic differences in the generations. Each has a unique view of life and work. Each reacts differently to how they are being managed and how decisions are made. Each draws motivation from different sources. Each generation brings with it a different way of communicating as well. With all these differences, leaders face a variety of potential causes for conflict and a breakdown in teamwork and overall performance. So, what should a leader do? Rather than wasting effort concentrating on the differences, leaders can identify and leverage what everyone has in common.

What They All Have in Common: the 3 C’s

Connectivity. Regardless of the generation to which an employee belongs, each will have a desire to feel connected to the business. Having connectivity means that an employee sees his/her direct impact on team outcomes. The tool: A Business Scorecard. With a scorecard a leader can provide direct evidence of team performance and give them a common focal point.

Keynote Video – “Scorecards: How to Educate, Facilitate and Motivate”

Consistency. When it comes to problem solving and decision making, each generation has different view pertaining to how a leader should operate. The common need they all share is the desire for consistency in how this occurs. The tool: An Action Register. With an action register a leader is able to identify problems and assign team members with tasks. This will foster stronger teamwork and togetherness.

Clarity. With communication styles ranging from face-to-face conversation to texting, it can be difficult for today’s leaders to confidently communicate with everyone on the team. Regardless of the generational differences, everyone needs to hear and be heard if you wish to have a high performing team. The tool: A Structured, Weekly Meeting. With a simple, non-negotiable meeting agenda, leaders can be confident that everyone on the team clearly understands what is to be done, by when, and by whom.

The Practical Approach

By using these tools to provide team members with the 3 C’s, leaders will have a much easier time leveraging what everyone has in common. Focusing on these common desires, leaders can better manage decision making, motivating employees to get the job done, and continually improving overall team dynamics and performance.

Connor Jordan on Twitter as @cjordan17

A Practical Approach to Leading a Multi-Generational Team

Comments are closed.