Produced by Multifamily Insiders: http://www.multifamilyinsiders.com Most of us know the basics when it comes to generational gaps in the workplace, so now Alex is going to dig into these differences and explain how you can use this knowledge to manage your teams better! In this webinar, you will learn how to: a. Define the four generations and their workplace characteristics b. Define each generational personality c. Recognize generational differences d. Identify the common drivers and value systems of each generation and how those drivers affect motivation and behavior in the workplace

1. From Baby Boomers to
Gen Y'ers:
Managing Multiple
Generations in the
Workplace
Presented by Alexandra Jackiw
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4. Objectives
• Define the four generations and their
workplace characteristics
• Define each generational personality
• Recognize generational differences
• Identify the common drivers and value
systems of each generation and how
those drivers affect motivation and
behavior in the workplace

5. Objectives
• Describe how each generation defines
success
• Determine how your approach may need
to change coaching, managing and leading
employees of different generations
• Appreciate and gain respect for what is
important to each generation

6. Generations in the Workplace
 Veterans (Matures): 1925 – 1942
30 Million – 13%
 Boomers: 1943 – 1960
80 Million – 35%
 Generation X: 1961 – 1981
45 Million – 20%
 Millennials (Gen Y): 1982 – 1999
75 Million – 33%

7. Generations at Work
• The events and conditions each of us
experience during our formative years
help define who we are and how we
view the world.
• Other factors that have influenced
generations and how they respond:
Parenting
Technology
Life Span

8. Veterans: 1925-1942
30 Million People – 5% of Work Force
 1929 – Stock market crashes
 1930 – Great Depression
 1932 – FDR elected
 1933 – The Dust Bowl
 1934 – Social Security System
 1937 – Hindenburg tragedy
 1937 – Hitler invades Austria
 1941 – Pearl Harbor
 1944 – D-Day in Normandy
 1945 – Victory in Europe/Japan
 1950 – Korean War

9. Veterans: 1925-1942
Core Values
 Dedication/sacrifice
 Hard work
 Conformity
 Law and order
 Respect for authority
 Patience
 Delayed reward
 Duty before pleasure
 Adherence to rules
 Honor
 Loyalty

10. Veterans: 1925-1942
Generational Personality
 Like consistency & uniformity
 Like things on a grand scale
 Are conformers
 Believe in logic, not magic
 Are disciplined
 Are past-oriented and history
absorbed
 Have always believed in law and
order
 Spending style is conservative
 Measure work ethic on
timeliness, productivity and not
drawing attention to one’s self.

11. Veterans on the Job
ASSETS: LIABILITIES:
 Stable  Inept with ambiguity
& change
 Detail-oriented
 Reluctant to buck
 Thorough the system
 Loyal  Uncomfortable with
 Hard-working conflict.
 Reticent when they
disagree.

12. Veterans as Team Members
MANAGING - respect experience; earn
trust; show deference; listen attentively
ORIENTATION – take plenty of time
OPPORTUNITIES – stress the long haul
DEVELOPMENT – technology training
MOTIVATING – personal touch; acknowledge
contributions, but not too much.
MENTORING – tact and respect

13. Coaching and Managing Veterans
• Allow the employee to set the
“rules of engagement.”
• Ask what has worked for them in
the past and fit your approach to
the experience.
• Let them define quality and fit
your approach to that definition.

14. Coaching and Managing Veterans
• Use testimonials from the nation’s
institutions - government, business
or people
• Emphasize that you’ve seen a
particular approach work in the past;
don’t highlight uniqueness

15. Boomers: 1943 – 1960
80 Million People – 45% of Workforce
 1954 – McCarthy hearings
 1955 – Rosa Parks
 1957 – Civil Rights Act
 1960 – Birth control pills
 1960 – JFK elected
 1961 – Peace Corps
 1962 – Cuban Missile Crisis
 1962 – John Glenn orbits

16. Boomers: 1943 – 1960
 1963 – MLK march on D.C.
 1963 – JFK assassinated
 1965 – US troops to Vietnam
 1966 – NOW founded
 1968 – MLK & RFK killed
 1969 – Lunar landing
 1969 – Woodstock
 1970 – Kent State shootings

17. Boomers: 1943 – 1960
Core Values
 Optimism
 Team orientation
 Personal gratification
 Health and wellness
 Personal growth
 Youth
 Work ethic = “worth” ethic
 Involvement
 Status

18. Boomers: 1943 – 1960
Generational Personality
 Believe in growth & expansion.
 Think of themselves as “stars of
the show.”
 Tend to be optimistic.
 Learned about teamwork in school
and at home.
 Pursued their own personal
gratification without compromise,
often at a high price to themselves
and others.
 Searched their souls – repeatedly,
obsessively, and recreationally.
 Have always been cool.
 Concerned about gaining control of
time

19. Boomers on the Job
ASSETS: LIABILITIES:
 Service-oriented  Not “budget-minded”
 Driven  Dislike conflict
 Willing to go the  Reluctant to oppose peers
“extra mile”  May put process ahead of
result
 Good at
 Too sensitive to feedback
relationships
 Judgmental of those who
 Want to please see things differently
 Good team players  Self-centered

20. Boomers as Team Members
MANAGING – don’t suffer in silence; political animals;
acknowledge time spent; recognize how busy they are; be
succinct – they’re running out of time.
ORIENTATION – focus on challenges; optimistic language
stressing positives;
OPPORTUNITIES – personalized treatment; customized,
specialized approach.
DEVELOPMENT – “soft skills”; strategic planning; budgeting
MOTIVATING – public recognition; perks; plaques; “How
can I help the team?”
MENTORING – personal growth; “forever young”; talk
about how it used to be.

21. Coaching and Managing Boomers
• Show how you can help them
manage their time wisely
• Assess their comfort level with
technology in advance
• Demonstrate how important a strong
team is
• Customize your style to their unique
needs

22. Coaching and Managing Boomers
• Emphasize that working with you will
be a good experience for them
• Emphasize that their decision is a
good one and a “victory” for them –
they’re competitive and want to win
• Follow up and check how they are
doing on a regular basis

23. Gen X-ers: 1961 – 1981
45 Million People – 40% of Workforce
 1970 – Women’s Lib
 1972 – Munich Olympics
 1973 - Watergate
 1973 – Energy crisis begins
 1976 – Tandy & Apple PCs
 1979 – Three Mile Island
 1979 – Corporate lay-offs
 1979 – Iran hostage crisis

24. Gen X-ers: 1961 – 1981
 1980 – John Lennon killed
 1980 – Reagan inaugurated
 1986 – Challenger disaster
 1987 – Stock market drops
 1988 – Bomb in Lockerbie
 1988 – Exxon Valdiz spill
 1989 – Berlin Wall falls
 1991 – Desert Storm
 1992 – Rodney King/riots
 1993 – OJ Simpson

25. Gen X-ers: 1961 – 1981
Core Values
 Diversity
 Thinking globally
 Balance
 Techno-literacy
 Fun
 Informality
 Self-reliance
 Pragmatism
 “Carpe Diem”

26. Gen X-ers: 1961 – 1981
Generational Personality
 Self-reliant
 Seeking a sense of family
 Want balance
 Have non-traditional
orientation about time and
space
 Like informality
 Approach to authority is
casual
 Are skeptical.
 Are attracted to the edge
 Technologically savvy

27. Gen X-ers: 1961 – 1981
Generational Personality
 Reluctant to grow up and
conform.
 Taught that they would be
the first generation that
would not be as successful as
their parents.
 Taught to question authority.
 Productivity matters more
than time on the job.
 Tough sell – can spot a phony
a mile away.
 “Prove it to me.”

28. Gen X-er's View of Work

29. Gen X-ers on the Job
ASSETS: LIABILITIES:
 Adaptable  Impatient
 Techno-literate  Poor people skills
 Independent  Inexperienced
 Not intimidated  Cynical
by authority  Want to control the
 Creative decision and the plan

30. Gen X-ers as Team Members
MANAGING – make it fun; don’t micro-manage; answer
the questions “What have you done lately? Why are you
qualified?”; emphasize back-up plans
ORIENTATION – emphasize life balance; limit corporate
politics; clearly explain expectations; answer “Why?”
OPPORTUNITIES – stress broad range of diverse skills
DEVELOPMENT – on-the-job training
MOTIVATING – leading edge technology; time is a
currency;
MENTORING – virtual teamwork; time alone

31. Coaching and Managing Gen X-ers
• Put all the options on the table
• Be prepared to answer “WHY”
• Present yourself as an
information provider
• Use their peers for testimonials
whenever possible

32. Coaching and Managing Gen X-ers
• Appear to enjoy your work –
“carpe diem”
• Follow-up and meet your
commitments. They’re eager to
improve and expect you to
follow through.

33. Millenials (“Nexters”): 1982 – 1999
75 Million People – 10% in Workforce
 September 11, 2001
 Oklahoma City bombing
 Columbine massacre
 Respect for environment
 Immigration restricted
 ADD era
 National epidemics – Ebola,
AIDS, etc.
 Virginia Tech
 Dysfunctional government
 First African American
elected president

34. Millenials: 1982 – 1999
Core Values
 Optimism
 Civic duty
 Confidence
 Achievement
 Sociability
 Morality
 Street smarts
 Diversity

35. Millenials: 1982 – 1999
Generational Personality
 Coddled since birth – protected by
parents
 Over-scheduled
 Never known depression – until
recently.
 Never known a world without PC’s,
cell phones, remote controls
 Torn between individuality and
fitting in
 Don’t want to be hurried and will
take the time to search for an
answer.

36. Millenials on the Job
ASSETS: LIABILITIES:
 Collective action  Need for
 Optimism supervision and
 Tenacity structure
 Heroic spirit  Inexperience,
particularly with
 Multi-tasking handling
capabilities difficult people
 Techno-savvy issues

37. Millennials as Team Members
MANAGING – trust central authority; their world has immediacy;
help them itemize and prioritize; no nebulous time frames
ORIENTATION – teamwork ethic; devote plenty of time; “How
can I help you get where you want to go?”
OPPORTUNITIES – Resilient; tech-savvy
DEVELOPMENT – continued education; intimidated by difficult
customers; bursts of short and quick information; help them
achieve their goals
MOTIVATING – need more supervision/structure; recognize the
individual but understand their “herd” mentality;
MENTORING – appoint a strong leader

38. Coaching and Managing Millenials
• Offer customization – a plan
specific to them
• Offer peer-level examples
• Spend time providing
information and guidance
• Be impressed with their
decisions

39. Generational Differences
 Veterans – 1925 to  Baby Boomers – 1943
1942 to 1960
– Uncomfortable with – Service-oriented
ambiguity – Driven
– Slow to embrace – Good team players
technology – Not budget-minded
– Stable, detail-oriented, – More process than
thorough, loyal, hard- results oriented
working
– Workaholics
– Won’t speak up if they
disagree – Work ethic = “worth
ethic”

40. Generational Differences
 Generation X – 1961 to  Millennial – 1982 to
1981 1999
– Adaptable – Optimistic
– Tenacious
– Techno-literate
– Heroic spirit
– Not intimidated by
– Multi-taskers
authority
– Need supervision and
– “Just tell me if this is structure
going to be on the test”
– Huge conflict between
– Cynical and impatient Gen X-ers and Gen Y-
– Poor people skills ers
– Rattled by in-your-
face conflict

41. On-the-Job Strengths
VETERAN BOOMER GEN X-ER MILLENIAL
Job Strength Stable Service Adaptable Multi-task
Team player Techno-literate Techno-savvy
Outlook Practical Optimistic Skeptical Hopeful
Work Ethic Dedicated Driven Balanced Determined
View of Respectful Love/Hate Unimpressed & Polite
Authority Unintimidated
Leadership By Hierarchy By Consensus By Competence By Pulling
Together
Relationships Personal Personal Reluctant to Inclusive
Sacrifice Gratification Commit
Turnoffs Vulgarity Not Being PC Cliché/Hype Promiscuity
Diversity Segregated Integrated Diverse Blended
Feedback No news Formal By interruption Perpetual
Work/Life Need Help Workaholics Want Balance Need Flexibility
Balance Shifting Now 41

42. Thank You!
Alexandra Jackiw
Alexandra.Jackiw@buckingham-co.com
317.554.6726
Scott Hammond
shammond@purqz.com
888.908.8892
Ali Henning
ahenning@contactatonce.com
425.344.3033
(http://www.MultifamilyInsiders.com)