1. ‘Making Generational Differences
Work with Emotional Intelligence’
Prof Sattar Bawany
Strategic Advisor, Asia Pacific
International Professional Managers Association (IPMA)
29-30 October 2012
Hilton Kuala Lumpur Hotel, Malaysia
Copyright @ 2012 IPMA Asia Pacific

2. Are You a Tiger or a Deer?
Every morning in Asia, a deer wakes
up. It knows it must run faster than the
fastest tiger or it will be killed.
Every morning in Asia, a tiger wakes up. It knows it
must outrun the slowest deer or it will starve to death.
It doesn’t matter whether you are a tiger or a deer: when
the sun comes up, you’d better be running…..
Copyright @ 2012 IPMA Asia Pacific
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3. Who We Are
• The International Professional Managers Association (IPMA) is a global
‘not-for-profit’ (NPO) members organisation headquartered in Kent, UK
with Regional Offices in Europe, Africa and Asia Pacific
• Mission: As an International Examining, Licensing and Regulatory
Membership Qualifying Professional Body to improve managerial
performance at all levels
• Facilitates group learning in organisational development, leadership
effectiveness, managerial coaching, change management, sales and
customer service excellence for across various industries
• IPMA is the Asia Pacific Affiliate Partner of Executive Development
Associates Inc. (EDA) for executive coaching and custom-designed
leadership development solutions to accelerate individual performance
Copyright @ 2012 IPMA Asia Pacific
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4. Danger or Opportunity?
Our multigenerational work environment can
be a source of positive challenge, opportunity
and significant growth if managed effectively
and leveraged to meet the business goals of
our organization.
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5. Present Day Workforce

Most employees are:



Working in multi-generational teams
View that multi-generational teams improve organizational
performance
Key findings from survey commissioned by TAFEP:

Together, Gen X and Gen Y make up 60% of the workforce

Means that 40% of the workforce is over 45 years of age
Source: Tripartite Alliance for Fair Employment Practices (TAFEP) www.fairemployment.sg
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6. 6
Copyright @ 2012 IPMA Asia Pacific
Source: The Straits Times, Singapore 8 April 2010

7. Inter-Generational Differences
Traditionalists
(Born before 1946)
Potential
Challenges
•
•
Perception
•
•
Communication
•
Baby Boomers
(Born 1946-1964)
Reluctant to buck
the system and
speak up when they
disagree
Uncomfortable with
conflict
•
Despise workers
who appear to jump
ladder rungs without
‘paying their dues’
Might not be as
conscious to issues
on cross culture
•
Feedback is not
necessary, but they
want to know that
they have made a
difference
•
•
•
Gen X
(Born 1965-1980)
Uncomfortable with
conflict
Sometimes put
process ahead of
results
•
Might believe that
employees who fail to
put in ‘extra time’ lack
commitment, focus
and loyalty
Might not recognize
the off-site
contribution of
employees
Documented
feedback on a yearly
basis is sufficient
Gen Y
(Born after 1980)
Skeptical
Distrust authority
May not be
attracted to
leadership
positions
•
•
Need to be
reminded to
delegate
tasks and
responsibilities
•
Multi-tasking abilities
can be construed as
rude
•
Frequent, honest
feedback to know
they are on the
right track
•
Immediate feedback
that tells them what
they are doing right
or wrong
•
•
•
View changing jobs
as a natural process
Likes to instill a
sense of play and fun
in the work
Source: Lynne C. Lancaster and David Stillman ‘When Generations Collide: How to Solve the Generational Puzzle at Work’, 2002
Copyright @ 2012 IPMA Asia Pacific
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8. Why are Multigenerational Differences
an Issue?

Multi-generational work environments can breed misunderstanding,
conflict, and can compromise growth

Each generation has its own characteristics; different values and
workplace concepts (Eg. Work-life balance, loyalty, teamwork) are
understood differently

But different doesn’t mean deficient

Multi Generational workplaces can be a source of positive challenge,
opportunity, and significant growth if managed effectively

Hence, it is increasingly important to know how to bridge intergenerational differences at work
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9. Intergenerational Conflict
Findings according to a study, commissioned by the
Tripartite Alliance for Fair Employment Practices
(TAFEP):
• Employees aged 30 and above, particularly the older ones, have
the most difficulty working with colleagues belonging to Gen Y –
those aged 29 and below
• Conversely, Gen Y employees have fewer difficulties working
with older colleagues
• Managers should be sensitive towards (inter-generational issues)
as today’s workforce becomes increasingly diverse
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10. 10
Gen Y: Can’t work with or without them

The quarterly Hudson Report, found 62% of 450 local respondents
had trouble managing staff aged 30 and under, as they felt these
Gen Ys have unrealistic job expectations and are too impatient.

Executives polled also believed that Gen Y employees lack loyalty,
need constant attention and have little respect for authority.

Despite that, employers across all industries still realised the
importance of not only retaining top Gen Y talent, but also
developing them.
Source: http://jobs.sg.hudson.com/documents/Hudson_Report_Q4_2011_-_Singapore.pdf
Copyright @ 2012 IPMA Asia Pacific

11. 11
Gen Z or The Linksters
•
The Linkster Generation (those born after 1995) is the one just entering the
workforce now. Like any other generation, it brings its own mindset into
the workforce. Linksters primarily work part-time while attending school
•
They are called Linksters because no other generation has ever been so
linked to each other and to the world through technology
•
Their struggles in the work environment are tied to their youth and
inexperience
•
Tips for Managing Linksters:
– Get them into a routine that they can master
– Provide them with fun and engagement to hold their attention
– Reward them often and correct them immediately when they need it
Source: Generations, Inc., by Meagan Johnson and Larry Johnson. 2010, AMACOM.
Copyright @ 2012 IPMA Asia Pacific

12. Copyright @ 2012 IPMA Asia Pacific

13. 13
Engaging Multigenerational Team
Organisational Results
• Profitability
• ROI
• Cost Optimisation
Customer Loyalty
• Customer Satisfaction
• Service Value/
Relationship
Employee Engagement
• Employee Satisfaction
• Employee Loyalty
Organisational Climate
Leadership Effectiveness
• Company Policies
• Rewards and Flexibility
• Culture, Espirit De Corps
• EQ/EI Competencies
• Managerial Skills
• Leadership Styles
Reference: Sattar Bawany, “Ways to achieve Organisational Success: Role of Leaders in Engaging the Multi-Generational Workforce”
Singapore Business Review, 1st November 2011, http://sbr.com.sg/hreducation/commentary/ways-achieve-incredible-organizational-success-0
Copyright @ 2012 IPMA Asia Pacific

14. Emotional Intelligence (EI) & EQ
Emotional Intelligence, also called EI and often measured
as an Emotional Intelligence Quotient (EQ), describes an
ability, capacity, or skill to perceive, assess, and manage
the emotions of one's self, of others, and of groups.
“The diversity of… generations provides a unique opportunity for
knowledge sharing. But because employees in the various age
groups may not naturally interact with each other on a daily basis,
you may need to make a concerted effort to facilitate
collaboration.”
- Katherine Spencer Lee
Copyright @ 2012 IPMA Asia Pacific
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15. Emotional Intelligence Quotient (EQ)
“The capacity for
recognising our own feelings
and those of others, for
motivating ourselves, for
managing emotions well in
ourselves and in our
relationships.”
Dr Daniel Goleman, Psychologist
‘Working with Emotional Intelligence’, 1998
Copyright @ 2012 IPMA Asia Pacific
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16. Scenario of Multigenerational Conflict:
You are a Baby-Boomer Manager in an organization that
is trying to encourage respect for racial and ethnic
diversity. You overheard a Gen Y employee telling both
sexist and racist jokes. What do you do?
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A. Ignore it – the best way to deal with these things is not to
react.
B. Call the person into your office and explain that their behavior
is inappropriate and is grounds for disciplinary action if
repeated.
C. Speak up on the spot, saying that such jokes are inappropriate
and will not be tolerated in your organization.
D. Suggest to the person telling the joke he go through a diversity
training program.
Copyright @ 2012 IPMA Asia Pacific

17. Answer for Scenario on The Sexist &
Racist Joke by a Gen Y Employee:
The most emotionally intelligent answer is C. The most effective way to create an
atmosphere that welcomes diversity is to make clear in public that the social
norms of your organization do not tolerate such expressions. Confronting the
behavior privately lets the individual know the behavior is unacceptable, but does
not communicate it to the team. Instead of trying to change prejudices (a much
harder task), keep people from acting on them.
A. 0 Points – Ignore it - the best way to deal with these things is not to react.
B.
5 Points – Call the person into your office and explain that their behavior is
inappropriate and is grounds for disciplinary action if repeated.
C.
10 Points – Speak up on the spot, saying that such jokes are inappropriate
and will not be tolerated in your organization.
D. 5 Points – Suggest to the person telling the joke he go through a diversity
training program.
Copyright @ 2012 IPMA Asia Pacific
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18. Tips on Resolving
Intergenerational Conflict
1. Look at the generational factor
2. Consider the generational values at stake
3. Air different generations' perceptions
4. Find a generationally appropriate fix
5. Find commonality and complements
6. Learn from each other
Source: http://www.baselinemag.com/c/a/IT-Management/Five-Steps-to-Resolving-Workplace-Conflict-521241/
Copyright @ 2012 IPMA Asia Pacific
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19. Conclusion
• It is important to consider generational
differences when dealing with conflict at the
workplace
• Understanding where the individual is coming
from and leveraging on emotional intelligence
competencies will ensure a harmonious and
productive workplace as well as more
conducive organisational climate
Copyright @ 2012 IPMA Asia Pacific
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20. Final Thoughts……..
If you do tomorrow what you did yesterday
Your Future is History……………
If you do tomorrow what we’ve covered today
Your Future is Historic!!!
Copyright @ 2012 IPMA Asia Pacific
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21. Leading a Multigenerational Workforce
Visit :
Source: http://www.youtube.com/watch?v=03o1JZ7c7gI
Copyright @ 2012 IPMA Asia Pacific
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22. Further Dialogue
Social Media Contacts
Email: sattar.bawany@ipma.com.sg
IPMA Website: www.ipma.com.sg
EDA Website: www.executivedevelopment.com
LinkedIn: www.linkedin.com/in/bawany
Facebook: www.facebook.com/ipma.singapore
Twitter: www.twitter.com/IPMA_Singapore
For Articles, please visit: http://www.ipma.com.sg/publications.php
and ‘Like’ IPMA Facebook www.facebook.com/ipma.singapore
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