Multigenerational Styles:
A New Diversity Challenge

In our modern workplaces, for the first time in history, as many four generations can be working together. This makes generational diversity a greater challenge. Reality demands that we understand the different perspectives of the four generations just to accomplish our everyday work.

by Marilyn Manning, Ph.D

Diversity includes many elements. Besides communication style, gender, age, and ethnic background all create diverse perspectives. Today, we work in a multicultural, multigenerational workplace.

Each culture and generation brings different values, beliefs and behaviors. For instance, women and men work side by side in the workplace, something our parents, or grandparents, might have found unusual or improper. Being respectful of differences, even when they pose challenges, is part of today’s job.

However, for the first time in history, it is likely that as many as four generations are working together in your workplace. This makes generational diversity a greater challenge in the current marketplace and workplace. This reality demands that we understand the different perspectives of four generations of workers just to accomplish our everyday work.

Common experiences within generations tend to affect their attitudes, expectations, and values concerning work. The experiences of people in their twenties are markedly different than those who have worked for over 30 years. The generation who has been downsized multiple times, versus one which has worked for only one company, verses one which has changed jobs each year, are quite different from each other.

Issues that have created increased generational conflict include the economy, outsourcing, industry consolidation, elimination of middle-management positions, and technology advances. For instance, changes in the workplace have generally reduced information jobs and have slowed upward mobility, causing people from different generations to compete for jobs.

Add to that the different value systems of each generation, and it becomes difficult for managers and colleagues to know how to treat two workers in the same job if they are different ages.

Differences in value systems can impact ambitions, perspectives, behavioral norms, and emotional reactions to various work scenarios. Communications can also be tricky, since each generation is motivated by different workplace messages.

Communicating Acrioss Generational Gaps: Four Main Groups

Traditionalists, born before 1945, comprise about 15% of the workforce. These workers lived through the Depression and two world wars. They tend to trust authority, respect rules, and follow the chain of command. Valuing loyalty, they are loyal to institutions. They look for courtesy, have a strong work ethic, and expect mutual accountability.

Baby Boomers, born between 1946 and 1964, make up almost half of the labor force. They grew up with traditional values, then watched their work lives crumble with layoffs and reduced benefits.

Boomers tend to have a strong work ethic and hold many senior-level management positions. As a group they rebelled against authority then accepted it to attain financial security in their highly competitive, over-supplied age-group. They like recognition and prefer to be asked v.s. told. They want others to value their experience and their work ethic.

Gen Xers, born between 1964 and 1982, are about 33% of the workforce. This group grew up with computer technology. They tend to educate themselves and have high expectations.

Gen Xers want multiple career paths, choices, and a voice in what’s going on at work. They are collaborative, care about security, and don’t like being micromanaged. They want to be left to do their work while multi-tasking, which they do well. This group values time off and work/life balance.

The Millenials, a.k.a Generation Y, were born between 1982 and 2000 and have been surrounded by computer technology since birth. Millenials are used to sound bytes and Internet speed. They have integrated social with technological networking so seamlessly that most do not distinguish between the two. They do not respect workplaces that do not use the technology they view as essential to their existence. They have a casual, participative style and prefer teams. They may not recognize older generational strengths and tend to discount those not technologically savvy.

Do not assume others are like you in age or style. Ask questions about their differences in preferences and values. Then attempt to treat others according to how they want to be treated, not how you want to be treated.

Leading diverse groups

The most productive and cohesive teams are composed of members representing a diversity of styles, ages, and other elements of diversity. Diversity brings richness to the table.

As effective leaders, we need to take stock of and improve our own styles and generational preferences, and we must coach others to do the same. To get the most out of our staffs, we need to learn to motivate them according to their needs.

This includes learning to appreciate and work with all generations, rewarding them appropriately, and coaching them to strive for their fullest potential.

Dr. Marilyn Manning, CSP,*CMC the founder and CEO of The Consulting Team, LLC, and international author of seven business books, resolves difficult people problems. She specializes in interactive speeches, workshops, and consulting in the areas of Leadership, Teamwork, Conflict Mediation, Executive Coaching, Meeting Facilitation, Strategic Planning, and Communication. 94% of Dr. Manning’s work is repeat business. For more information about Dr. Manning and The Consulting Team, LLC go to her website at http://www.theconsultingteam.com.

*CMC (Certified Management Consultant) is a certification mark awarded by the Institute of Management Consultants USA and represents evidence of the highest standards of consulting and adherence to the ethical canons of the profession. Less than 1% of all consultants have achieved this level of performance.

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