Everyone’s personal values and attitudes are shaped by their family, community and significant events (wars, violence, technology, politics, finance etc.) in their world as they are growing up. The academic world has created a model to review, compare and contrast people born within certain time frames and has developed the “Generation Theory” which links world events with changes in the attitudes and values of the general public.

Baby Boomers are the children of parents that survived 2 World Wars and a long period of economic depression. Their parents worked hard to give them all the things they had not had, in a time of great positive social and scientific change. The recognition that previous generations had sacrificed so much drove baby boomers to prove themselves in the business world, rather than on the battle-field. As they moved into management positions, they worked long, hard hours to create the growth and expansion of organisations that typifies the 70s and 80s.

With their workaholic parents out at work and increasing divorce rates, Generation X were left to themselves to find their own solutions to problems. The first acts of global terrorism (e.g. Munich Olympics), environmental disasters (e.g. Bhopal, Chernobyl), a growing number of political scandals (e.g. Iran – Contra) and the shrinking job market as the boom times ended, created a generation that was sceptical about the “old world order”. Desktop computers became common in the 1980s and Generation X seized this as their opportunity to do things differently. They studied new subjects at university (e.g. computer science, programming) which meant that they could enter the business world with skills that previous generations hadn’t had and make a big difference. As the front runners of the IT world and the first “digital natives”, their bosses were forced to accept Generation X’s casual approach to authority and their insistence that things had to be done differently.

Like the baby boomers, Generation Y grew up in a time of affluence and rapid social change. However, they were the first generation whose parents planned to have them (contraception, maternity leave etc.), who wanted to be “friends” with them (sharing music, activities, decision making etc.) and allowed them to have the longest teenage to adult phase ever. Generation Y saw their parents work long hours to earn money, to buy things they didn’t need, to impress people they didn’t like and have come to realise that free time is more valuable than money. Technology is as natural as air to this generation. They grew up in a world that gave them instant communication (mobile phones) and access to information at anytime, anywhere which gave them a truly global world view.  

As Generation Y entered the upper levels of management in our organisations they became known as “millennials”.

What are the challenges for the older generations?

• Gen Y are far less formal and more social than older generations, especially at work. This shift from business to social relationships in the work place can challenge older colleagues’ need for professional distance.
• Age, title, position and experience do not command the automatic respect of Gen Y. Respect can only be earned from them.
• Hierarchical management is a thing of the past. Gen Y demand that decisions are transparent, aims / targets / purpose are clearly defined and that they should be involved in the business – life on a “hamster wheel” is unacceptable.
• Loyalty to an employer is fading. A long career in the same company is not an attractive life model for them.

Tips

• Explain clearly how what they do fits into the big picture. They want to make an impact – NOW!
• Give them more than one task at a time. The modern world of social media and technology means that they are great multi-taskers.
• Give them the flexibility to find their own work / life balance.
• Make sure they have a mentor / supervisor who helps them to create and work within a structured environment.
• Mentors can also help Gen Y managers to understand other people’s perspectives and deal with difficult people. This can be especially important if there is a conflict with older members of Generation X who see Gen Y as “soft”, weak and over-protected.
• Continually develop and challenge your Gen Y managers. If you don’t (or can’t), they will quickly move to an organisation that will.

But having said all that, like every generation, they still need:

• appreciation/recognition for what they do.
• to be informed of important issues.
• to take part in the development of the organisation.
• to work within the network.
• Feedback.

Further reading

Bruce Tulgan, 2009: Not everyone gets a trophy: How to manage generation Y.
Zemke, Raines, Filipczak, 2000: Generations at work: Managing the clash of veterans, boomers, Xers and Nexters in your workplace.

What makes Generation Y managers different?

Everyone’s personal values and attitudes are shaped by their family, community and significant events (wars, violence, technology, politics, finance etc.) in their world as they are growing up. The academic world has created a model to review, compare and contrast people born within certain time frames and has developed the “Generation Theory” which links world events with changes in the attitudes and values of the general public.

Generation Y have grown up in a time of affluence and rapid social change. They are the first generation whose parents planned to have them (contraception, maternity leave etc.), who wanted to be “friends” with them (sharing music, activities, decision making etc.) and allowed them to have the longest teenage to adult phase ever. Generation Y saw their parents work long hours to earn money, to buy things they didn’t need, to impress people they didn’t like and have come to realise that free time is more valuable than money.

And now Generation Y are entering the upper levels of management in our organisations.

What are the challenges for the older generations?

• Gen Y are far less formal and more social than older generations, especially at work. This shift from business to social relationships in the work place can challenge older colleagues’ need for professional distance.
• Age, title, position and experience do not command the automatic respect of Gen Y. Respect can only be earned from them. 
• Hierarchical management is a thing of the past. Gen Y demand that decisions are transparent, aims / targets / purpose are clearly defined and that they should be involved in the business – life on a “hamster wheel” is unacceptable.
• Loyalty to an employer is fading. A long career in the same company is not an attractive life model for them.

Tips

• Explain clearly how what they do fits into the big picture. They want to make an impact – NOW!
• Give them more than one task at a time. The modern world of social media and technology means that they are great multi-taskers.
• Give them the flexibility to find their own work / life balance.
• Make sure they have a mentor / supervisor who helps them to create and work within a structured environment. 
• Mentors can also help Gen Y managers to understand other people’s perspectives and deal with difficult people. This can be especially important if there is a conflict with older members of Generation X who see Gen Y as “soft”, weak and over-protected.
• Continually develop and challenge your Gen Y managers. If you don’t (or can’t), they will quickly move to an organisation that will.

But having said all that, like every generation, they still need:

• appreciation/recognition for what they do.
• to be informed of important issues.
• to take part in the development of the organisation.
• to work within the network.
• Feedback.

Further reading

Not everyone gets a trophy: How to manage generation Y - Bruce Tulgan, 2009

Generations at work: Managing the clash of veterans, boomers, Xers and Nexters in your workplace - Zemke, Raines, Filipczak, 2000

Everyone’s personal values and attitudes are shaped by their family, community and significant events (wars, violence, technology, politics, finance etc.) in their world as they are growing up. The academic world has created a model to review, compare and contrast people born within certain time frames and has developed the “Generation Theory” which links world events with changes in the attitudes and values of the general public. It’s important to remember that the dates quoted are approximate, events in different parts of the world affect the populations differently and personal experience mean that we can only speak in terms of generalisations.

With their workaholic Baby-boomer parents out at work and increasing divorce rates, Generation X were left to themselves to find their own solutions to problems. The first acts of global terrorism (e.g. Munich Olympics), environmental disasters (e.g.  Bhopal, Chernobyl), a growing number of political scandals (e.g. Iran – Contra) and the shrinking job market as the boom times ended, created a generation that was sceptical about the “old world order”. Desktop computers became common in the 1980s and Generation X seized this as their opportunity to do things differently. They studied new subjects at university (e.g. computer science, business studies) which meant that they could enter the business world with skills that previous generations hadn’t had and make a big difference.  In a time of an economic boom, the front runners of the IT world forced their bosses to accept their casual approach to authority and their insistence that things had to be done differently.

Millenials grew up in a time of affluence and rapid social change. However, they are the generation whose parents allowed them to have the longest teenage to adult phase ever. Millenials saw their parents work long hours, even in boom times, to earn money, to buy things they didn’t need, to impress people they didn’t like and came to realise that free time is more valuable than money. Having said that, they are the first generation that needed more than just a degree to get the best jobs, who are unlikely to earn as much as their parents and who recognise that they have to fix the global problems caused by the Baby Boomer generation. Technology is as natural as air to this generation – they are the digital pioneers who have made the most of the new technology and have been involved in creating the world of instant communication (mobile phones, the internet etc.) and free access to information. Their world view is truly global and their approach to business reflects this.

Generation Z have seen the election of the first black president of the most powerful economy in the world, the establishment of gay rights and mass movement of refugees caused by war or economic inequalities. They see diverse family structures and multi-racial environments as completely normal. More than any previous generation, Generation Z see people as individuals rather than members of groups (race, gender, profession, age etc.) and value authentic expressions of individuality. They grew up seeing their parents struggle financially in the global financial crisis, so they are driven to find safe, secure jobs, smart investments and anything that presents long-term value. Generation Z are more politically active than previous generations as they fight to control climate change and shape a more equitable future for all. They look to governments not business to solve the big issues. These are the digital natives – social media, access to information anytime, anywhere have been a reality for their whole life. But reliance on devices and too much screen time can lead to feelings of isolation and under-developed social skills.

What are the challenges for the generations?

• As the top layer of organisations, Generation X have to create workplaces that they are unaccustomed to for the younger generations, and which include diversity, equality, sustainability, flexible work-time models, recognition and support to get the best from Millenials and attract Generation Z.
• Hierarchical management is a thing of the past. Millenials and Zs demand that decision making is transparent, aims / targets / purpose are clearly defined and that they should be involved in the business – life on a “hamster wheel” is no longer acceptable.
• Millenials are no longer the “new kids with the bright ideas” and need to find their own leadership style that will cope with the demands from Generation X but also resonate with Generation Z. They need to provide Gen X with enough information to reassure them that the right work is being done, to the right level, at the right time to meet the goals that they set. They also need to mentor Zs in a very collaborative environment where mistakes are not punished but are used as learning opportunities and the purpose of the work they are asked to do is clear.
• Generation Z has been massively affected by the Covid pandemic – schools /universities closing, digital onboarding, short time work, loss of service jobs that supported their education – their transition from youth to adulthood was disrupted which will have a knock-on effect in work situations. This is compounded by the fact that this “loneliest generation” who spend more time on devices in the “compare and despair” world of social media rather than cultivating meaningful relationships. On the other hand, low income or isolated Zs who haven’t had access to their own devices etc. may be vulnerable as they enter the workforce as they are unaware of the extent of global issues or how to use the latest technology

But having said all that, every generation, still needs:

• appreciation/recognition for what they do.
• to be informed of important issues.
• to take part in the development of the organisation.
• to work within the network.
• feedback.

Further reading

https://www.mckinsey.com/industries/consumer-packaged-goods/our-insights/true-gen-generation-z-and-its-implications-for-companies

L. Sustala, Zu spät zur Party: Warum eine ganze Generation den Anschluss verpasst, 2020

B. Tulgan, Not everyone gets a trophy: How to manage generation Y, 2009

R. Zemke/ C. Raines/ B. Filipczak, Generations at work: Managing the clash of veterans, boomers, Xers and Nexters in your workplace, 2000

Before jumping to any conclusions about introverts, it is important to make a couple of points:

1) The difference between introverts and extroverts are the very different ways their brains process information and recharge their energy banks.

2) Being shy and being introverted are two very different things. However strange it sounds, there are outgoing introverts in the same way as there are quiet extroverts. 

3) Introverts can be found working in any part of an organisation – not just the technical departments.

The western business world is focussed on extroverts and so introverts tend to go unheard despite the fact that these “quiet people have the loudest minds” (Stephen Hawking) and are vital to the success of any organisation:

• Their abilities to listen intensively and analyse information mean they can spot trends, understand the implications and so act as an early warning system for potential risks.
• They are deep thinkers. Given a quiet space, they will work intensively for long periods in order to get to the bottom of issues and will come up with the most creative, workable solutions to problems.
• They are generally very effective leaders of creative, energetic work groups as they provide a stable, knowledgeable sounding board that will keep things moving in the right direction.
• They are natural mediators who will steer towards compromise and consensus and away from conflict.

It is these characteristics that are valued most highly in the Far East which means that the top levels of organisations there are usually introverts.

Tips

• Take time to work out who the introverts are in your team.
• Introverts need time alone to recharge their batteries and work best in quiet spaces. If you have an open-plan workspace, this will mean that your deep-thinkers will lose focus. But make sure that they don’t become isolated as they withdraw from group situations that drain their energy.
• Give introverts the time and space to process / evaluate / reflect on information before insisting on a response. Giving them advance notice that you would like their input at the next group meeting will mean that they will come prepared with good ideas.
• If possible, consider giving introverts solo projects that needs deep-thinking rather than group tasks that require fast-thinking. However, keep an eye on the progress of solo projects - introverts can easily get lost in the joy of detail
• Introverts prefer to formulate their ideas and communicate in writing rather than through discussion and speaking – allow and value each equally.
• Extroverts can mistake the quiet, slow, deep-thinking, process-orientation of introverts as attempts to sabotage their drive to make progress, reach goals and get rewards. Be aware of what is going on and mediate if necessary.

Further reading

Susan Cain (2013), Quiet: the power of introverts in a world that won’t stop talking

Sylvia Loehken (2016), The Power of Personality: How introverts and extroverts can combine to amazing effect  

Yes, I know it’s a difficult topic that most of us don’t want to think or talk about. Uncertainty, fear, over-work, bereavement, isolation, loss of income, etc. etc. trigger mental health conditions or make existing ones worse. This makes it a topic that every organisation and every leader must talk about. Experiences during the Covid pandemic showed us all just how fragile our mental health can be.

Every person can life tough for their own unique combination of reasons:

• Too much work vs no work.
• Too noisy vs too quiet.
• Too much to do vs nothing to do.
• Worrying about family vs having no family to worry about.
• Isolation vs too many people at home.
• …

In recent years, and across industries, an increasing number of companies have begun adding wellness and mental health care resources to employee benefit packages and the unique challenges created by the pandemic only accelerated the demand. But while mindfulness, meditation and fitness classes are well-intentioned, they really are only putting a plaster over the real issues.

What is needed in the new world of work are measures that tackle the root causes of employees’ need for mental health support. Organisations and leaders need to be proactive and create a safe, supportive work environment. This means things such as:

• Instituting policies like flexible working hours and workplaces (e.g home office).
• Investing in relationship building among teams.
• Building trust between management functions and employees.
• Regular assessments of the balance between the employees’ workload and the resources they have.

The sense of purpose, camaraderie, connection and feeling that we’re achieving something is good for our mental state. The biggest impact we can have is to build work cultures that that actively promote and contribute to that. Organisations and leaders need to create a supportive culture helps everyone do their best work, develop and take us into a new, brighter future.

These supportive work cultures have 6 aspects:

• people have a work–life balance that supports good mental health;
• people who are going through a challenging time with their mental health are supported;
• people feel safe to raise concerns about their mental health;
• people don’t feel they have to hide any mental health challenges;
• mental health issues are not considered a weakness;
• disclosing mental health challenges does not impact a person’s career or stop them from getting a promotion.

All of this is easier said than done, for sure. However, the longest jouney starts with the first steps!