Management Corner - Navigating the

Management Corner

NAVIGATING THE MANAGEMENT OF MULTIPLE GENERATIONS

In today’s typical work environment, there are as many as four different generations working together - hopefully harmoniously. For management, it can seem an arduous task to gauge how to effectively lead employees who have such different life experiences. After all, there is a reason that we’re all grouped by the time in which we’re born and live. It’s relevant in analyzing the way we think, interact with others, form values, and certainly, the way we work.

Baby Boomers are still very much present in the work force, as they are working past retirement age, while Gen Z is just beginning their careers. This means, Boomers, Generation X, Millenials, and Generation Z are likely present in your workplace. Though there are many stereotypes about generational differences that are essentially nonissues, there are subtleties to take into consideration when gauging how to best manage the people that work for you.

Probably the most important thing we should acknowledge is that we, as a society, have been groomed to believe that generational differences are more prominent than they actually are, and it is this untrue preconceived notion that can actually cause more problems than the generational differences themselves. Boomers can actually use technology - and are absolutely willing, and most millennials don’t feel entitled to have everything without working for it. Once we let go of these negative ideologies, it clears the way for a more cohesive work environment with less misunderstandings. However, let’s look at a few things we can consider in managing multiple generations that will allow each respective generation to reach their full potential.

When it comes to Generation Z, born between 1997 and 2021, they are just entering the workforce and will be looking to hit the ground running and learn as they do so. It’s important to this youngest working generation that management takes an active role in leading, setting a good example, and carefully balancing the fine line between micromanaging and allowing for too much autonomy. Gen Zers are often capable of selfteaching, but that’s not really what they want. Find a well-balanced way of guiding them and letting them fly solo. They’ll want to work side by side more experienced staff to learn from them, so consider incorporating team building exercises or group projects to both educate the younger staff while also bridging the gap between the different generations.

Millennials have birthdates between 1981 and 1996. They currently have the largest representation in the workforce today. This group’s tendencies all lean towards a common goal of efficiency. They will prefer quicker forms of communication as opposed to meetings, walking across the office to ask a question, etc. They will often prefer a flexible work environment, so allowing them to work remotely at times will often pay off in employee satisfaction and retention. Millennials desire transparency and honestly from their management; give them feedback often so they know what is expected of them and what they need to do to better their performance.

Born between 1965 and 1980, Generation X is defined by the prevalence of personal computers. These individuals have been working for 20 to 30 years, and are generally very experienced, thus are completely fine with a healthy amount of autonomy. When managing this generation, it’s important to remember that their experience should be valued. They are also the ones that will have kids to run to soccer, choir, debate team, and dance recitals, so flexibility to complete these important parental tasks will be heavily valued by Gen Xers.

The most experienced staff members in our offices are members of the Baby Boomer generation. These men and women were born between the end of WWII and 1964. This generation is made up of hard workers who are loyal to companies when they’re treated well. They have gained much knowledge in their time in the industry, and they see opportunities to share their knowledge as a form of recognition. Encourage them to mentor younger generations and let them know how valued they are.

There’s never a one-size-fits-all approach to managing a team; generational differences are just one of the things that should affect your strategy. Each generation’s typical desires make for a nice assortment of what managers should consider for all employees. Just because Gen Z desires to learn and grow, doesn’t mean Baby Boomers don’t also want to continue learning from their leadership, and Gen Xers will want the same honest feedback that Millennials crave. When you assess the needs of each age group within your team, you can often step back and see how those apply to your team as a whole. Again, the generations aren’t as different as we think, so utilize the analysis of each group as a guide for how to efficiently provide for the needs of the whole.