Do you remember the generation gap? Back in the 1960s, baby boomers began behaving in ways that departed significantly from how their parents and previous generations behaved. Many boomers were enthusiastic about rock and soul music, fast food, fashion, drug use, politics, and the sexual revolution. Parents generally disapproved of signs of their rebellious behavior—long hair, rock music, and protests. The gap was like a divide, and it resulted in serious generational conflicts. Some youths adopted a “hippie culture,” and for many, Woodstock defined the generation.

Every generation has distinctive characteristics, shaped by the events and experiences of its members. As a boomer, you are aware that you share a common identity with your generational peers because of the common experiences you had. You also share values and viewpoints that are distinct from other generations. As Morris Massey said, “What you are is where you were when.”

Boomer youth grew up in a post-war period of economic growth, optimism, and general affluence. Their world was in sharp contrast to the previous era, which included the Great Depression and World War II. Values and culture gaps between boomers and previous generations were accentuated by the large size of the boomer population.

The youth culture they created and their focus on remaining youthful has carried over to successive generations. Active and engaged, today’s baby boomers do not want to be seen as old or obsolete. Given all the changes the boomer generation wrought, it is ironic that they are the ones on the defensive, sometimes viewed by younger individuals as being outmoded or lagging behind. Many now have to deal with perceived differences and resulting conflicts with younger generations that are creating a new generation gap.

In this chapter, we use the generic descriptors boomer, Gen X, and Gen Y to elaborate on the overarching characteristics of three key generations currently in the workforce, each of which possesses unique characteristics. Our aim is to help you understand the characteristics of other generations as well as your own and also to understand more fully the attitudes and behaviors of younger persons.

It is a myth that boomers must compete with younger workers for jobs and opportunities and that they will lose in this competition. Most of you will retain your capabilities as you grow older and have the added benefit of experience. While generational differences exist, they need not be source of conflicts among age groups. In reality, untapped potential exists for different generations to appreciate one another’s strengths, communicate effectively, and work together collegially. As a boomer, you have an opportunity to collaborate with and influence the youth culture by bringing your talents, organizational insights, and wisdom to bear. Boomer professionals need to find ways to share expertise and insights with younger persons, learn from them to improve their own technology skills, and work effectively across generations to achieve shared objectives.

This chapter provides you with insights into why individuals from different generations click or clash. You’ll understand the richness of the experience and behaviors of each generation and discover how capitalizing on generational differences can be a source of strength and competitive advantage.

Differences among boomers, Gen X, and Gen Y individuals become evident when members of these respective generations work and learn together. However, in the long run, all generations want many of the same things. In Maslow’s Hierarchy of Human Needs, safety, security, employment, and resources are baseline requirements that all people seek to satisfy. Additionally, higher order needs, such as friendship, respect, trust, recognition, and opportunities to learn and grow are examples of psychological and growth needs that people value regardless of their generation.

Some of the differences you encounter in your personal and professional life reflect people’s different life stages such as childhood, adolescence, maturity, and late adulthood. Kids act like kids, in every generation, and what may seem rebellious in one generation occurred at a similar age period for others. New York Times writer, Virginia Heffernan, suggested that each generation has the tendency to accentuate its own distinctive experiences, not thinking that others before or others who follow may have similar experiences but in different social contexts. She argued that boomers make way too much of the unique greatness of their generation.

To say that you were born in 1946 to a world of hope, only to have innocence dashed in November 1963, and go on to discover sex and free thought in the subsequent years, is to say that you were born, turned 17, and grew up. It’s not to contribute to the writing of a nation’s history.
—Virginia Heffernan

Generational identity is typically shaped by a small part of an overall generation, typically the members who went to college. For example, not all baby boomers were political radicals or liberals. In fact, one-third of early boomers served in Vietnam, and younger boomer voters were more likely to support conservative candidates. The boomers most commonly described are white collar, well-to-do professionals from middle to upper-middle class families. Data from a Duke University study (Campbell, 2005) highlights the divide that exists between boomer “haves” and “have nots,” reinforcing the reality that boomers’ experiences not only differ from previous generations, but also from those of each other. There may even be greater differences among boomers than among generations.

We must be careful not to apply generational characteristics to all members. The boomer generation is extremely diverse. There are ethnic classes in the boomer generation who find themselves no better off than their parents despite efforts during the Civil Rights era. According to the Population Reference Bureau (Hughes and O’Rand, 2004), “At midlife, boomers have the highest wage inequality of any generation. Late boomers have the highest poverty since the generation born before World War I. Research reveals that at middle age, one in 20 boomers lives in poverty.” Studies by Roper Starch Worldwide found approximately one-quarter of boomers are ill-prepared for retirement, with one in four saying that they do not expect to be able to retire.

Within a year of the end of WWII, the demographic profile of America changed dramatically. Men and women who had experienced economic hardships and sacrifices of war became parents. Between 1946 and 1964, 92% of all women of childbearing age had children. Every eight seconds a baby was born—10,000 babies a day, two million a year—for 18 years. The resulting 76 million boomer babies, along with two million new immigrants in the same age group, changed society. Currently, each day an adult turns 60 every eight seconds in this country.

Boomers, agents of changes shaping the world today as they age, were raised by child-focused parents. Mothers and fathers, guided by the popularized philosophy of Dr. Benjamin Spock, honored permissive childhood development practices that influenced the behaviors the entire generation. Born into nuclear families with an average 3.8 children, boomer youth were raised to believe they could do better than their parents. Children were programmed from birth to abide by certain basic rules, envision a promising future, and aspire to be successful. Economic expansion eased the glide path for most boomer children to grow up feeling optimistic and positive. Given the time, money, and energy that parents invested in their offspring, boomers’ childhoods were relatively trouble-free and contributed to the “can do” attitude that is still evident today among members of this cohort.

Blessed with great expectations of affluence and education, the boom children were raised as a generation of idealism and hope. War babies, Spock babies, Sputnik generation, Pepsi generation, Rock generation, Now generation, Love generation, Woodstock generation, Vietnam generation, Protest generation, Me generation. The names did not stick because the baby boom generation is a moving target. At every age it takes on a different character and presents us with a different set of problems.
—Landon Y. Jones

Boomer youth were seen as the hope for the future. Think about what it meant for you, as a boomer in 1967, to see Time Magazine’s award for “Man of the Year” go to your generation. Consider the burden of proof such attention placed on individuals who people believed would champion causes and cure the world’s ills. Although this was an awesome vision, many rose to the occasion believing that they would accomplish great things. Children reaped the benefit of having well-qualified teachers. Boy Scouts and Girl Scouts, learning to be good citizens, took pride in America’s accomplishments as Sputnik instantiated the United States as a superpower.

Baby boomers were the first generation to grow up watching the 39.5 million televisions that graced America’s living rooms. People watched the same shows, like Father Knows Best, Ozzie and Harriet, and Leave it to Beaver—idealized versions of life in suburbia where there was always a happy ending. Socialized by similar media, messages, and songs, generational members listened to rock and roll and Motown. Remember Elvis, poodle skirts, pop-it beads, hula hoops, the Beach Boys, and the Rolling Stones?

Yet at the peak of their awareness, and during a time when the economy was thriving, many boomers did an about face. Although conformity had been part of a way of life in the 1960s, when individuals scrutinized the world more closely, injustices and contradictions stood out. Serious issues of the day such as human rights and civil liberties grew out of a shared moral sense that inspired many to shift their attention to particular causes. Although privy to the benefits of economic growth, many individuals spent their late adolescence searching for deeper meaning. Despite the spirit of optimism that Kennedy engendered across the nation and a spirit of volunteerism evidenced in increasing Peace Corps enrollments, some boomers transitioned from a world of idealism to an age of discovery. Many explored spirituality and experimented with drugs, meditation, and alternative lifestyle choices. Intervention by the United States in Southeast Asia marked a significant turning point in history. Large numbers of draft-age boomers went off to fight, while others challenged the government’s direction and struggled with their positions on the Vietnam War. Student protests made headlines as individuals rallied around issues of free speech and civil rights. “Hell no, we won’t go” was the mantra for those opposed to the war.

For older boomers, permissive sexual behavior, drugs, and rising unemployment fostered a desire to experiment with new lifestyles; however, this was not the case for younger individuals born in the second, ten-year period of the boomer generation. For generational researchers such as Strauss and Howe, younger boomers were deemed to be “observers” of past events and unique moments in history; many did not actively participate in free love, protest movements, or the war as did their older generational peers. In their later years, first-wave boomers tended to be more interested in financial gain and the promise of American business, while second-wave boomers recognized the downside of blind faith in organizations and government. More skeptical about being able to trust institutions, younger boomers were interested instead in co-parenting and engaging with their children.

Kennedy’s assassination was a seminal moment for all boomers. Most can recall exactly where they were when learning of his death. Similarly, the entire boomer generation shared significant life experiences and events in history: the Cuban Missile Crisis, assassinations of John F. Kennedy and Martin Luther King, Rosa Parks, passage of the Civil Rights Act, Kent State, women’s liberation, the Persian Gulf War, and Watergate. All were all historical occurrences that shaped the boomer personality, prompting many to champion civil rights, rights of the handicapped, and privacy rights. While taking pride in the way they were transforming, boomers’ anti-authoritarian attitudes were often manifested in the adage, “Don’t trust anyone over 30.”

In addition to being champions of others’ causes, boomers also fought for opportunities for themselves. Although younger boomers often railed at the conspicuous consumption of Yuppies (young urban professionals) who were part of their generation, boomers generally were on the same path. Working hard to get ahead, individuals competed for power and position. Characteristically high achievers, boomers built stellar careers, attained managerial and executive positions, and demonstrated their competitiveness in a variety of arenas. They wanted visible recognition such as title, money, and perquisites to distinguish themselves from others. At the same time, many were concerned about having work that was meaningful and doing something that made a difference. Unlike their parents who often viewed work as an obligation, boomers wanted their work and workplace to be fun, more flexible, and engaging. Like many of today’s Gen X and Gen Y individuals, boomers changed jobs and created new ways of working if they didn’t like what was happening. A willingness to change characterized boomers’ approach at work and resulted in their bringing innovation and flexibility to the workplace. As more and more boomer women and super-moms entered the labor force, more humane and equitable work environments emerged.

Despite making professional strides, many boomers experienced strained marriages and ultimately divorced. In 1975, the number of divorces passed one million for the first time; at the end of the decade, the U.S. had two times as many divorced people. Cultural norms suggested it was acceptable to leave a marriage if things were not working and, ironically, contributed to more egalitarian childrearing practices as men assumed active parenting roles.

Today, boomer men and women are successful in both profit and non-profit sectors. Boomers pay 60% of all taxes in the country and have the highest volunteerism and contribution rates of any generation. This self-empowered generation also has a history of embracing teamwork. Many boomers led important business innovations, popularizing employee empowerment and involvement, team-building, participatory leadership, and flat and matrix organizational structures. As a member of this generation, you boast a rich history of self-improvement and having high expectations of other people. In fact, your generation is known for thriving on competition. At times boomers can be judgmental, expecting coworkers to perform as they do. No doubt at some point you were called a “workaholic” as boomers are well known for struggling to strike a balance between work and play due to a strong work ethic.

Work has held a singular importance in their lives. Their fathers had proved themselves worthy in World War II—tempered by war, disciplined by a hard and bitter peace. The Baby Boomers—most of them—would have to be tested on the job. Business would be their war, the competitor their enemy. They would win or lose their personal battles on the warship called “work.” They’ve tended to define themselves through their jobs and to achieve their identity by the work they perform. For this generation, “work ethic” and “worth ethic” are synonyms.
—Zemke, Raines, and Filipczak

Individual differences notwithstanding, anecdotal accounts as well as research studies portray boomers as having a long history of needing to be needed and valued. Boomer cohorts focus on possibilities and want to prove their worth to themselves and others. This can be a useful trait to possess, especially if you are planning to continue working.

There is little doubt that boomers will add value and remain active contributors at work, at home, and in their communities. Today, the boomer generation represents 42% of U.S. households and controls 50% of all consumer spending. According to MetLife, to date boomers have the highest median household income in the U.S. and command an estimated spending power of $1.1 trillion. Individuals who turned 60 in 2006 remain substantially satisfied with their lives; at the same time, they are optimistic about an even better future.

Just as when they were young, boomers want to travel, have vacation homes, surround themselves with nice things, and enjoy many comforts of life. Many are managing the demands of being members of a “sandwich generation”—caught between helping elderly parents as well as their grown children. Others are experiencing generativity—a desire to give back to members of the next generation, whether younger workers, grandchildren, or mentees. In mid- and later life, many are reinventing themselves, returning to school, starting businesses, and seeing the world. Most do not want to sit idly by; many have as yet unrealized dreams to pursue. Given their life expectancy, many boomers believe that anything is possible.

You will need to determine how well these descriptions capture your experiences and square off with your individual characteristics. Why and how do you feel the way you do about work, life, and priorities? In addition to your own self-awareness, understanding what shaped the lives of Gen X and Gen Y individuals can provide insights about how you can benefit from their unique talents as well as support their needs. In the following section, you learn more about the attitudes of younger generations to enhance your ability to collaborate with younger generational members and make even more significant contributions in the workplace.

Generation X individuals grew up in the shadow of boomers and were led to believe that they could not match boomers’ accomplishments. Born during a time when the birth rate in the U.S. declined, members of this generation were frequently referred to as “baby busters.” The term “Generation X” was popularized by a Canadian as a way to describe a nameless generation of individuals who felt that they were overshadowed by the boomers.

Xers are usually thought of as people who were in their twenties during the 1990s; demographers categorize the generation more specifically as individuals born between 1961–1981. According to Strauss and Howe, many younger Gen X members believe that they belong to neither the boomer nor X generation. Others exhibit “generational bilingualism” and define themselves as members of both. Interestingly, shared generational identity emerges when individuals become disillusioned upon entering the labor market or joining the workforce.

Time Magazine referred to Xers as the “twenty-something generation,” post-boomers who faced serious issues confronting America. Having witnessed the fall of the Berlin Wall and the end of the Cold War, many Gen X youth saw America strengthen its image as a superpower. In sharp contrast, however, the tide shifted beginning in the 1990s, and individuals experienced the effects of an economic depression. Business downsizing in the U.S. affected friends and families; jobs moved offshore or were outsourced. Traditional employment relationships began to disappear, and young people wondered whether they would be able to find permanence in the workplace or whether their parents would be the last generation to receive Social Security benefits.

The interactions of Gen Xers with teachers, voters, and even their parents contrasted sharply with the indulgences afforded boomers. Piercing their bodies, sporting tattoos, and hiding behind dark glasses, individuals realized that older generations often looked askance at them. The media offered unflattering descriptions and referred to cohorts as slackers—at-risk individuals with rootless ambition. Living in a world of electronic media, eating junk food, watching videos, and worshiping MTV, their behavior conflicted with boomer values as well as with the war on drugs that society was waging. Older adults frequently condemned their music and the unintelligible words emitted from boom boxes. Rap and grunge musical themes of suicide, dying, and homicide further differentiated this generation.

Gen Xers had complex family lives and witnessed a higher rate of parental divorce than any other generation in America. Many children were born outside of marriage or absent a father figure; single parent families and blended families became more and more common. Statistics reported by Strauss and Howe revealed that family configurations varied dramatically with approximately “56% of dependent children living with two, once-married parents, another 14% with at least one previously married parent, 11% with a stepparent, and 19% with one parent.” Consequently, the label “latch-key kids” took hold, sending a message that children had to let themselves into the house after school and remain amused until an adult returned from work. Xers quickly learned to be self-directed and personally determined. Gen X characteristics, such as resourcefulness, independence, and self-reliance, were born from youthful experiences that resulted in individuals having few expectations of others. While there were different subgroups or Gen X subcultures, collectively Xers shared a common sense of alienation. Instead of putting their trust in others, they learned to put faith in themselves and carved out an identity of their own.

In addition to issues in their home lives, Xers frequently lacked optimism about the future and had reason to be skeptical about leaders and politics. An energy crisis, AIDS, hostage-taking, gang killings, homelessness, and federal deficits were all serious social problems that loomed large. People also confronted misplaced hero worship as they monitored the downfall of flawed role models such as Nixon, Clinton, and O.J. Simpson. In turn, many young Xers questioned whom to trust. They were indifferent to religion and skeptical that churches, synagogues, or organizations steeped in tradition had anything to offer. Rules often seemed useless as the generation splintered and continued to develop on its own as an alienated youth culture. While some generational members experienced cycles of poverty, dependency, and crime, others found another path.

Technology changed the lives of Gen Xers dramatically. With Walkmans, PCs, VCRs, video games, PDAs, faxes, and cell phones, the infusion of technological innovations was vastly different for Xers in comparison to boomers’ experiences with television. Technology was omnipresent. Many Xers became self-taught computer geeks who not only learned about computers, but also through them. The Internet provided instant exposure to the world and awareness of issues of the day, further reinforcing their skepticism. Today, both in the workplace and at home, Xers are proficient at multitasking and experimenting with new and emerging technologies. Most like visuals, images, and pictorials, oftentimes forgetting that many boomers prefer face-to-face or oral communications to computer-based interaction. Based on their own prowess with technology, Xers frequently view boomers as technophobes who are not on board with the latest advances.

Xers’ employment history has been volatile with many experiencing difficulties in the job market. Early in their careers, some took temporary or part-time jobs as clerks, cashiers, and service workers despite the fact that they were educated for higher-level work. Although underemployed, financial need was their motive for working. Rather than looking for long-term commitments or promises from employers, many tested their competence as entrepreneurs and took risks that previous generations were unwilling to assume. Some were successful; others were not. Hence a select group of Xers became “boomerangers”—individuals who returned to their parents’ homes after unsuccessful bids to achieve success and independence.

Despite cool attitudes, criticism from previous generations, and seemingly detached behavior, streetwise Xers used their know-how to get ahead. Young Xers worked hard and left their problems behind when at work. While many perceived themselves ridiculed by the boomer generation, they were judgmental of boomers. This is ironic because many coveted the affluence and perquisites associated with boomer life; many Xers sought to gain social approval and financial independence despite their unconventional ways.

Xers’ distrust of institutions and career uncertainties led many to be cautious and skeptical, especially in their relationships with institutions. Generational members tend to be frank about what they want and need. Their approach to the world of work is survivability, predicated on being self-reliant. Career security is based on having a resume that reflects accomplishments and portable skills. Individuals place tremendous value on having access to information they consider relevant to their work. While many boomers are used to being evaluated once or twice a year, Xers value frequent assessment and solicit input so that they can adapt and respond quickly.

If Xers are not developing on the job, receiving ongoing training, or seeing progress, they may change employers in order to build new competencies in other settings. Remarkably, many do so without fear. Unlike boomers, Xers are unlikely to spend years demonstrating organizational loyalty; instead they may well change jobs four or five times early in their careers. Consequently, boomers often characterize Xers as disloyal or unreliable, perceiving them to be self-centered or even fickle.

Despite the fact that all individuals want to be well compensated for the work they do, money is not the major driver for deciding to stay with a company. A poll of 1,200 Gen X employees reported by Fortune (Fisher, 2006) found that 77% of Xers said they would quit in a minute if it meant increased intellectual stimulation at a different company. Additional research corroborates Xers’ desire to manage their own time; 51% said they would welcome a chance to telecommute, and 61% of Gen X women stated they would leave their current jobs if offered flexible hours elsewhere. What appeals to you as a boomer may have a decidedly different meaning and value for Generation X.

Xers bring a fresh perspective to the workplace. They have a big picture orientation and strong work ethic. Typically, Generation X individuals like working on teams and collaborating with peers to accomplish objectives and achieve business goals. Desirous of building solid relationships, Xers are more likely to connect with a network of friends who care about them and their well being rather than joining organizations.

Shelton and Shelton found that having positive relationships with colleagues, interesting work, and continuous learning opportunities were important elements for Xers in the workplace. In addition, Fisher noted that Xers seek egalitarian work environments and are less interested in recognition, title, prestige, or power. Individuals tend to be somewhat suspicious of hierarchies and want to participate as equals. Thus, rank and seniority mean little to them. Xers want leaders and managers to “walk their talk” and will call individuals on their behaviors when words do not correspond with deeds. Characteristically committed to achieving and maintaining work-life balance, Xers like to have fun. They desire a life beyond their jobs. This may be a reaction to an overcommitment to work common to boomers. While boomers make work a top priority and link sacrifice with success, Xers disconnect the two and seek freedom and discretion to achieve work-life balance.

Some companies are especially expert at responding to the motivational needs and strengths of Generation X. Chemical maker W. L. Gore put in place a “lattice structure” that interconnects different roles and working relationships without using job titles. While such a structure is unusual, the unique configuration has special appeal to Xers because the organizational chart is not hierarchical; leadership and authority are rotated among team leaders. Other companies, such as Whole Foods, operate on the basis of self-managed teams whereby leadership is passed around. At Intuit, employees at all levels are encouraged to contribute to the development of new products. Examples such as these reflect the changing nature of the workplace and the need to build participatory relationships and teamwork, both of which appeal to Gen Xers as well as boomers. Shelton and Shelton provide evidence that turnover rates in companies that strive to motivate individuals from different generations tend have lower turnover than their competitions.

As a boomer, you can play an invaluable role by helping Xers be successful at work. Although they have a high tolerance for change—a characteristic of boomers early on in their careers—many Xers are less seasoned decision-makers who can benefit from the wisdom of knowledgeable colleagues. Below the surface, individuals want stability and need to believe that someone is willing to invest in them. When that is in place, Xers not only perform, collaborate, and display great zeal, but they also tend to stay on the job.

Xers can learn from you, and likewise you can learn from them. Their informal communication style invites interaction. Reverse mentoring is taking hold in many organizations whereby individuals, regardless of their age or position, share their expertise with seasoned professionals needing to develop specific skills or competences. This approach is founded on reciprocal knowledge-sharing whereby mentees, in turn, share their expertise in areas where their mentors need development. For example, a Gen Xer’s technological competence can be the ideal complement to a boomer sharing insights about organizational culture and politics. Reciprocity, collaboration, and valuing one another’s contributions—behaviors valued across all generations—can form the basis for a meeting of the minds to enhance cross-generational collegial relationships.

Also known as Millennials and Gen Next, Gen Y individuals continually strive to overcome negative stereotypes and patterns established by Xers even though both generations are proficient with a variety of technologies. The Internet, DVDs, Wii, cell phones, iTunes, iPhones, iPods, Bluetooth, and Blackberries are second nature to many generational members who grew up with technology during the dot-com boom. In fact, Y individuals perceive themselves to be more technologically proficient and cutting-edge than any previous generation.

Born between 1981–1999, Yers were raised by protective parents who wanted to have children. In contrast to the previous generation’s focus on birth control and abortion rights, becoming moms and dads, child-rearing, and family values were important. Many Gen Y individuals had the benefit of stay-at-home moms and dads or single parents to guide their development. Shared parenting arrangements offered children thoughtful caretaking in homes that were free of drugs, alcohol, and cigarettes. Parents, schools, and communities also committed to creating wholesome environments for Y youth. Cars sported “Baby on Board” signs, reflecting the importance of protecting children; test tube babies and in-vitro fertilization offered new hope for childless couples; health foods, G-rated movies, and after-school sports and activities further reinforced the commitment to children’s well-being. The government reflected a similar ethic of care, regulating safety standards for infant car seats and encouraging the use of bicycle safety helmets. All these examples are visible symbols of how hopeful people were about the potential of this racially and ethnically diverse generation to contribute to society.

Determined to support this generation, schools worked to provide better education. Teachers enhanced their competencies and standardized curricula, educational standards rose, and graduation requirements became more stringent. Strong rules and principles, quality benchmarks, supervision by adults, and affection from extended family members inspired Y offspring to excel. Sales of books, music, and periodicals for children nearly doubled from 1986–1991, and Disney regained preeminence with child-oriented hits such as The Lion King and Little Mermaid. Later, Gen Y kids grew up along with Harry Potter. As Gen Y matured, music took yet another turn as alternative rap and pop icons became role models.

Gen Y benefited from dramatic changes taking place in society and, as a consequence, their attitudes and beliefs reflect a significant departure from Gen X and boomer behaviors, actions, and trends. Historians cite legislative decisions that affected the entire generation, reminding us of sharp contrasts in the treatment for Gen X versus Gen Y youth. For example, when Medicare changes took effect in 1990 to ensure benefits for all poor children, individuals born prior to 1983 were excluded from coverage. The New York Times reported that boomers demanded more of their offspring then they asked of themselves, not wanting their children to do as they did.

Traumatic events such as the Oklahoma City bombing and violent attacks in schools had significant impact on Yers. In a survey of the high school class of 2000, Gen Y children stated that Columbine, a horrific example of youth gone awry, was the number-one event in their lives. This harrowing tragedy led to renewed interest in protecting children and, as a byproduct, reinforced the need for young adults to be more conforming and to ostracize outsiders. Despite harrowing events in their youth, Yers tend to be more optimistic than Xers and also happier, more confident, and more collaborative. Less suspicious of government and organizations than Xers, most Yers are well behaved; many women and men are sports-oriented and have hobbies. Young Gen Yers are achievers who trust their parents, tend to have good grades, and high goals. A study by the Pew Research Center revealed that 81% of 18–29-year-old Yers said getting rich was their generation’s first or second most important life goal; additionally, a Gallup survey validated Gen Y’s preoccupation with money; 55% of this same age cohort agreed or strongly agreed that they dream about being rich (Jayson, 2007).

Despite characterizations of the generation’s focus on money, most Yers look for suitable employers and want meaningful work—not just a paycheck. In the workplace, Gen Y self-promotion often reflects a “me-first” attitude, which many from this generation believe is the only route to success. Feeling entitled, individuals seek opportunities to change things and, as a consequence, have been called the “Me Generation.” Similar to their Gen X predecessors, they seek feedback and on-the-job learning, enjoy challenges, and want variation in what they do. Often resistant to hierarchy, individuals like teamwork and flexible environments that encourage collaboration, fun, and opportunities to engage with the latest technologies.

Communicating with Gen Yers who do most of their talking through a variety of alternate technologies can be a challenge. Their preferred approach to communication includes text messaging rather than face-to-face engagement, which is in sharp contrast to boomers’ desire to observe body language and exercise discretion as to whether in-person communication is preferable to email. In addition, Xers’ interpersonal communication style, which is direct and to the point, can test boomers. Gen Xers tend to cut to the action quickly without mincing words. They do not see this communication pattern as rude but rather simply a way to learn what they need to know or share in an equally rapid manner. To keep pace with our changing world, many major market employers are tapping the facility Gen X and Gen Y individuals have with technology-driven communication by replacing email, once the state-of- art communication tool, with instant messaging. Companies such as IBM send 2.5 million instant messages a day, capitalizing on the speed with which post-baby boomers can support real-time operations through advanced communications networks. Unfortunately, talking with and through machines can lead to misunderstandings. Observations of workplace interaction reveal that communication is an area where Gen X and Gen Y individuals need to slow down and figure out how to accommodate others’ communication styles and preferences.

Based on their technological prowess, Yers are emerging as a generation that is extremely proficient at multitasking. They get things done quickly while focusing on results; consequently, their ability to do many things simultaneously is attractive to employers. Futurists suggest that Yers will most likely have at least ten career changes in their lifetimes. This does not seem to faze generational cohorts who disregard traditional notions that you need to do one job before another; instead, many Yers build parallel careers and enjoy the stimulation that accrues from challenges and learning new things.

In a tight labor market, making sure scarce Millennials can cover more than one position is a smart strategy. In a contracting company, it’s cost-effective to put millennials’ multitasking abilities to use rather than hire more employees. Plus, cross-training is a great retention strategy which reduces the expense of turnover.
—Lancaster and Stillman

An important goal for Gen Y individuals is to be in the spotlight—the center of attention. Fifty-one percent of respondents in a Pew Research Center Poll, one of the most extensive research of this age group, want to be famous. Researchers believe that MTV and reality shows are furthering such goals. YouTube videos and profiles on My Space and Facebook enable individuals to demonstrate their worth, draw attention to their uniqueness, and tout their value to others whom they don’t even know. Studies suggest that rather than just getting what Warhol called “15 minutes of fame,” Yers sometimes demonstrate narcissistic attitudes. Twenge warns that having inflated egos and being self-absorbed can cause personal problems in the future if individuals are insulted or rejected.

Gen Y individuals tend to respect authority, but they do not do so blindly. They want to see the benefit or rationale for doing something before getting on board. They resist heavy-handed and micro-management. Given their focus on skill development as opposed to career development, it is important to understand what Gen Y individuals need and want to know. Many employers are striving to accommodate their preferences by customizing approaches to meet individuals’ development needs. For example, PricewaterhouseCoopers matches its 2,000 partners with 10–12 employees who check in to see how individuals’ lives and work are going to ensure that people remain connected to the firm. Managers are given 30 days to respond to employee requests for feedback upon completion of a project. Although this approach developed in response to the desire of Gen X and Gen Y for feedback and evaluation, such responsiveness is equally applicable and meaningful for you as a boomer.

Whether in the classroom or on the job, Yers ask questions and, above all, want to be heard and acknowledged. Their rapid-fire style and desire to consume information often presents challenges to trainers and consultants. Marriott International has developed bite-size “edutainment” whereby employees can download information to their cells, laptops, and iPods, as opposed to employing more traditional, one-size-fits all development approaches. Company training programs are multisensory and responsive to Yers’ comfort levels, although often perceived as stimulus overload for boomers.

Based on a seven-year study by the Center for Creative Leadership (CCL), which included more than 5,800 multigenerational individuals born between 1926 and 1986, a book by Deal suggests that boomers have fundamental qualities in common with younger generations. These qualities provide common ground upon which you can build cross-generational relationships. When you commend someone for actions reflecting these qualities, you will find them receptive to seeking common ground on other matters. Let people know you value them as important contributors. Study findings suggest that

Another common quality across the three generations described in this chapter is the view that learning and development is important. Persons of all ages want to acquire new skills and knowledge so that they can perform their current jobs well and progress in their careers. As a boomer, you can act as a mentor, coach, or at least a confidant to Gen X or Y individuals. You can help them develop an understanding of the organizational culture and how to get things done. Of course, you can also share your knowledge and insights on work-related matters. Organizations are increasingly eager to have knowledge passed along from generation to generation.

CCL’s research sought to determine just how significant generational differences really are. Based on study findings, Deal proposed that what most individuals perceive as a generational conflict may simply be a reflection of competition among individuals for influence and control. Wanting influence, power, or authority holds true across generations. Boomers want to maintain their clout, while younger individuals want to increase theirs. Older persons in authority tend to make decisions and expect younger individuals to follow them. However, Gen X and Gen Y individuals are more likely to ask questions, seek clarification about decisions, and expect to know the rationale for doing something. This may cause boomers to feel threatened, unduly challenged, or undermined. To work effectively with others, you need to recognize this potential conflict over power—and the importance of open communications.

If you are the one sharing information and shaping decisions, strive to make your thinking process transparent and the facts clear. In addition, ask for feedback from others so that you know how they are reacting to your approaches and can discover how effectively they think you are communicating and involving them in the decision-making process.

Working with younger generation workers can be as challenging for boomers as working with you can be for Gen X and Gen Y individuals. Be careful not to assess the merits of individuals based on the similarity of their attitudes and behaviors to your own; accept differences and focus on their strengths and what they accomplish. Build reciprocal relationships that involve genuine give and take rather than hierarchy. Although relating to peers may be easier, frequent talking and working with younger persons leads to informal rapport. You may also try to tailor how you work with people based on their preferences and distinctive qualities. Whether you are a colleague or a boomer manager, you have the potential to create an environment where all ages can flourish.

Identify actions you can choose to initiate as part of a go-forward plan to break down barriers, real or imagined, to enhance intergenerational collaboration. Adopt alternative behaviors that promote age-friendly work environments and minimize intergenerational conflict. In so doing, assess each situation and do the right thing. As a boomer, you have a choice about how to engage across generations as you search for common ground. Important similarities exist among all generations that can form the basis for developing trusting and productive relationships with others. In the workplace, ask yourself these questions:

As a savvy boomer manager, you have an opportunity to take the lead to ensure a constructive blend of talent and transform workplace practices in response to generational diversity. Strive to find a balance between reliance on traditional management practices and more collaborative, flexible, and creative ones. While managers and employers have become aware of the need to take generational differences into account, the key to successful cross-generational relationships is reciprocity. You can benefit from what younger generation individuals have to offer just as they can benefit from you. Make time to care about what others think, figure out how you can help instead of hinder, and view differences as opportunities for you to stretch and grow as both a leader and colleague. Remember the adage, “Diversity is the one true thing we all have in common.” Celebrate it every day.