These are slides from a 60 minute session the 2015 Leadership Louisville Leadership Summit. It is drawn from a 1.5 day course The Wunderlin Company offers on Coaching the Generations at Work

1. G E N E R A T I O N S
A T
W O R K
1
COACHING
THE
GENERATIONS
AT
WORK
Presented
by
Karen
Wunderlin
/
11
March
2015

2. G E N E R A T I O N S
A T
W O R K
2
OUR
OBJECTIVES
• To
inves5gate
the
genera5ons
currently
in
the
workplace
and
learn
more
about
their
characteris5cs
• Focus
on
three
poten5al
areas
of
conflict
between
genera5ons
at
work
• Review
what
we
all
have
in
common.

3. G E N E R A T I O N S
A T
W O R K
3
A
PICTURE
IS
WORTH
A
THOUSAND
WORDS
Select
an
image
that
represents
Boomers
Gen
X’ers
or
Millenials

4. G E N E R A T I O N S
A T
W O R K
4
GENERATIONAL
THEORY

5. G E N E R A T I O N S
A T
W O R K
5
WHAT
DO
YOU
ALREADY
KNOW?
5

6. G E N E R A T I O N S
A T
W O R K
6
DEFINING
GENERATIONS
If
this
person
were
in
the
workforce
today…
G.I. Silent Boomer Gen
X Millennial
Oldest 113 89 71 53 33
Youngest 90 72 54 33 11

7. G E N E R A T I O N S
A T
W O R K
7
COHORT
CHARACTERISTICS
The
Baby
Boomers
• This
genera5on
began
to
deviate
from
the
tradi5onal
values
of
the
Silent
Genera5on.
• There
was
increasing
distrust
of
government
and
societal
ins5tu5ons
(e.g.
religion
and
business).
• This
5me
period
was
marked
by
rela5vely
high
income
and
wealth
genera5on
which
lead
to
this
genera5on’s
access
to
greater
goods
and
services.
• They
saw
their
parents
live
through
war,
but
generally
thought
posi5vely
about
the
trajectory
of
the
world.
• They
see
themselves
as
special
and
dis5nct
from
other
genera5ons.

8. G E N E R A T I O N S
A T
W O R K
8
COHORT
CHARACTERISTICS
The
Baby
Boomers
might
be
defined
by
• Individualism
• Cynicism
• A
“free
spirit”

9. G E N E R A T I O N S
A T
W O R K
9
COHORT
CHARACTERISTICS
GeneraFon
X
• This
cohort
is
very
comfortable
with
technology,
since
they
saw
the
introduc5on
of
the
personal
computer
and
the
beginnings
of
the
digital
age.
• Gen
X
has
the
highest
level
of
volunteerism
as
compared
with
other
genera5ons.
• Genera5on
X
is
the
first
genera5on
with
more
women
than
men
gradua5ng
from
college.
• People
of
this
genera5on
desire
more
work-­‐life
balance
than
their
parents
and
grandparents
may
have
had.
• They
expect
change
and
focus
on
changing
ins5tu5ons
and
systems
through
their
collec5ve
ac5on
and
advocacy.

10. G E N E R A T I O N S
A T
W O R K
1 0
COHORT
CHARACTERISTICS
GeneraFon
X
might
be
defined
by
• Independence
• Entrepreneurialism
• A
search
for
emo5onal
security

11. G E N E R A T I O N S
A T
W O R K
1 1
COHORT
CHARACTERISTICS
Millennial
GeneraFon
• This
genera5on
has
oaen
been
compared
to
the
Silent
Genera5on
as
being
very
civic
minded,
but
they
are
also
more
narcissis5c
than
other
genera5ons.
• They
were
raised
by
“helicopter
parents”
who
hovered
over
them
and
protected
them
from
threats.
• Millennials
are
known
as
“trophy
kids”
since
they
were
rewarded
for
par5cipa5on,
not
just
winning.
• They
will
likely
change
jobs
much
more
frequently
than
other
genera5ons.
• Millennials
have
been
raised
with
technology
and
use
it
in
almost
all
aspects
of
their
lives.

12. G E N E R A T I O N S
A T
W O R K
1 2
COHORT
CHARACTERISTICS
Millennial
GeneraFon
might
be
defined
by
• Patrio5sm
• Technological
adeptness
• A
quest
for
security
and
safety

13. G E N E R A T I O N S
A T
W O R K
1 3
POTENTIAL
AREAS
OF
CONFLICT

14. G E N E R A T I O N S
A T
W O R K
1 4
POTENTIAL
AREAS
OF
CONFLICT
Career
Goals
• Silent
Genera5on
–
Build
a
legacy
• Baby
Boomers
–
Build
a
stellar
career
• Genera5on
X
–
Build
a
portable
career
• Millennial
–
Build
parallel
careers
Example:
Providing
a
formal
career
path
and
development
plan
may
work
very
well
for
a
Millennial,
but
may
be
off-­‐pufng
for
a
Boomer.
Adapted
from
the
work
of
Lynne
C.
Lancaster
and
David
S5llman,
www.genera5ons.com.

15. G E N E R A T I O N S
A T
W O R K
1 5
POTENTIAL
AREAS
OF
CONFLICT
Balance
• Silent
Genera5on
–
Shiaing
the
balance
• Baby
Boomers
–
Shiaing
the
balance,
need
to
find
myself
• Genera5on
X
–
Need
balance
now,
not
at
re5rement
• Millennial
–
Work
isn’t
everything
Example:
You
provide
paid
leave
for
employees
to
use
with
children’s
educa5onal
events,
but
this
may
exclude
Millennials
who
may
not
yet
have
children
(and
don’t
plan
to).
Millennials
desire
work-­‐life
balance
in
sincerest
meaning,
thus
want
5me
for
other
life
events.

16. G E N E R A T I O N S
A T
W O R K
1 6
POTENTIAL
AREAS
OF
CONFLICT
Feedback
• Silent
Genera5on
–
Say
liile,
do
much.
• Baby
Boomers
–
Lots
of
feedback,
but
infrequently.
• Genera5on
X
–
Lots
of
feedback,
but
frequently
and
less
formally.
• Millennial
–
Need
to
know
now!
Example:
Annual
employee
evalua5ons
are
good
prac5ce
(especially
for
the
Baby
Boomers),
but
if
that
is
all
they
receive,
Gen
X
and
Millennials
will
feel
a
liile
lost
and
perhaps
devalued.

17. G E N E R A T I O N S
A T
W O R K
1 7
SMALL
GROUP
DISCUSSION

18. G E N E R A T I O N S
A T
W O R K
1 8
SMALL
GROUP
DISCUSSION
• What
are
some
issues
you
see
with
having
the
different
genera5ons
at
work
and
how
their
values
might
clash?
• What
are
some
opportuni5es
for
you
and
your
organiza5on
in
terms
of
having
a
genera5onally
diverse
workforce?
• What
are
some
specific
things
you
might
do
to
“bridge
the
genera5onal
gap”
regarding
working
well
with
others
from
various
genera5ons?

19. G E N E R A T I O N S
A T
W O R K
1 9
WORKING
ACROSS
GENERATIONS

20. G E N E R A T I O N S
A T
W O R K
2 0
WORKING
ACROSS
GENERATIONS
Principle
1
Although
there
may
be
some
differences,
most
of
us
share
similar
values.
• Family
• Love
• Integrity
• Self-­‐respect
• Wisdom
Adapted from The Center for Creative Leadership, 10 Principles
for Working Across Generations, 2013.

21. G E N E R A T I O N S
A T
W O R K
2 1
WORKING
ACROSS
GENERATIONS
Principle
2
Though
we
may
define
it
differently,
we
all
want
respect.
Adapted from The Center for Creative Leadership, 10
Principles for Working Across Generations, 2013.

22. G E N E R A T I O N S
A T
W O R K
2 2
WORKING
ACROSS
GENERATIONS
Principle
3
We
all
desire
to
trust
others.
• People
with
whom
you
directly
work
• Your
organiza5on
• Upper
management
Adapted from The Center for Creative Leadership, 10
Principles for Working Across Generations, 2013.

23. G E N E R A T I O N S
A T
W O R K
2 3
WORKING
ACROSS
GENERATIONS
Principle
4
We
expect
great
things
of
our
leaders.
• Credibility
• Trust
• Vision
• Encouragement
Adapted from The Center for Creative Leadership, 10
Principles for Working Across Generations, 2013.

24. G E N E R A T I O N S
A T
W O R K
2 4
WORKING
ACROSS
GENERATIONS
Principle
5
We
are
all
concerned
with
organiza5onal
poli5cs.
Adapted from The Center for Creative Leadership, 10
Principles for Working Across Generations, 2013.

25. G E N E R A T I O N S
A T
W O R K
2 5
WORKING
ACROSS
GENERATIONS
Principle
6
We
are
all
a
liile
afraid
of
change.
Adapted from The Center for Creative Leadership, 10
Principles for Working Across Generations, 2013.

26. G E N E R A T I O N S
A T
W O R K
2 6
WORKING
ACROSS
GENERATIONS
Principle
7
Loyalty
is
more
related
to
context
than
genera5on.
Adapted from The Center for Creative Leadership, 10
Principles for Working Across Generations, 2013.

27. G E N E R A T I O N S
A T
W O R K
2 7
WORKING
ACROSS
GENERATIONS
Principle
8
We
want
similar
things
from
our
organiza5ons
and
jobs.
• Advancement
• Recogni5on
• Work-­‐life
balance
• Fair
pay
Adapted from The Center for Creative Leadership, 10
Principles for Working Across Generations, 2013.

28. G E N E R A T I O N S
A T
W O R K
2 8
WORKING
ACROSS
GENERATIONS
Principle
9
We
really
like
to
learn.
• Training
for
the
job
• Training
for
advancement
Adapted from The Center for Creative Leadership, 10
Principles for Working Across Generations, 2013.

29. G E N E R A T I O N S
A T
W O R K
2 9
WORKING
ACROSS
GENERATIONS
Principle
10
We
all
want
to
be
coached.
Adapted from The Center for Creative Leadership, 10
Principles for Working Across Generations, 2013.

30. G E N E R A T I O N S
A T
W O R K
3 0
COACHING
PRACTICE
In
groups
of
three,
assume
these
roles:
• Coach
• Use
the
coaching
skills
you
have
to
assist
the
coachee.
• Rely
on
the
conversa5on
guide.
• Coachee
• Bring
an
issue,
goal,
or
problem
to
the
table.
• Make
sure
you
feel
comfortable
sharing
some
detail.
• Observer
• Make
notes
on
the
interac5on.
• Discuss
what
the
coach
did
well.
• Suggest
ways
to
improve
in
the
future
(feedforward).

31. G E N E R A T I O N S
A T
W O R K
3 1
©2015
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WUNDERLIN
COMPANY
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Road
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