5 Strategies For Managing Generational Differences

http://www.bsci21.
org/five-strategies-for-managing-generational-differences/
Five Strategies For Managing Generational Differences
By Manny Rodriguez, M.S., bSci21 Contributing Writer
Values, Attitudes, Beliefs and Behaviors

Cultural norms can simply be defined as a pattern of values, attitudes, beliefs
and behaviors of specific groups. These patterns are learned from parents,
teachers, peers, and the larger society – what can be considered “the traditional
culture.” In addition, generational values, attitudes, beliefs, and behaviors are
becoming as commonly accepted and increasingly talked about as a sub-culture,
better known as “The Generational Culture.” In some cases the two cultures work
together well. However, in other situations challenges arise, resulting in a
conundrum for those interested in behavior change such as leaders of an
organization.
At the heart of the challenge are the very differences of the generations. These
differences impact how we manage and lead these individuals, and how we
interact with each other everyday. It is critical to have a solid understanding of
the generational differences. The benefits of understanding and adopting
methods for managing such differences will lead to positive results, and help
leaders effectively manage what behaviors will be reinforced or punished, what
will be tolerated versus rejected, and what will sustain versus fall to extinction.
Four Makes a Party Right?

Pew Research Center (May 2015) recently released the latest statistics from the
US Labor Force showing how Millennials or Generation Y has surpassed
Generation X as the largest generation working in America. It is also true that for
the first time in history, some workplaces have four generations working
alongside each other – the Silent Generation, Baby Boomers, Generation X and
Generation Y.
The Silent Generation, also known as Traditionalists or the Mature Generation,

are individuals born between 1925 and 1945. Many are retired, however some
continue to work as executives, members of boards of directors. The Silent
Generation grew up with many rules and pressures to conform. Although this
generation saw increase prosperity over their lifetime, they remember the great
depression. The Silent Generation values conformity, no one should stand out,
everyone should work for the common good. Dedication and sacrifice means that
you work to the common good.
The Baby Boomers are those born between 1946 and 1964. These individuals
grew up with fewer rules and a more nurturing environment. They lived in
generally prosperous times but experienced high rates of layoffs. Regardless, the
Baby Boomers are well known to “live to work” and excelling in their career is
important. Baby Boomers rebelled against the conformity of the traditionalists –
although they did take on the value of team orientation. But as a rebel they put
personal gratification above group sacrifice of the generation before. Boomers
tend to believe that success is only achieved through hard work (long hours) and
playing nice, but being competitive.
Generation X, also know as Baby Busters, and individuals born between 1965 and
1981. Today, this group holds strong positions in key leadership roles in
organizations. Many are rapidly approaching the mid point of their working
careers. This generation experienced turbulent economic times, downturn in the
80s, upswing in the 90s, and another downturn in the early 2000s. Unlike the
Baby Boomers, Generation X were well known to “work to live,” valuing life
outside of work. In addition, Generation X took a different stance in regards to
work, mainly a change in perspective from job security to career security.
Finally the Millennial also referred to as Generation Y, and individuals born

between 1982 and 2000. Many Millennials group up attending day care, with
very involved “helicopter” parents. Prosperity has increased over their lifetime,
and a very common saying with the generation is “Live, then Work!” Generation
Y is achievement oriented, wanting to build parallel careers, modeled by being
experts in multitasking.
So What Are The Big “D’s”?

There is a great deal of literature on the subject matter of Generational
Differences – what I like to call the big “D’s”. Work Ethics, Values, how they view
what work is, leadership and interaction styles provide a glimpse into the
differences between the four generations.
In addition, two general types of differences are worth noting:

1) Major events and “Culture Icons”
2) Communications, Feedback and Rewards
This list is of particular interest from a behavior analytic perspective – how
people communicate, accept or perceive the value of feedback and rewards.
Every supervisor, manager or business owner who works with these four-
generation knows these differences are real. The question is how does one
effectively manage these big “D’s”?
Five Techniques For Managing Generational Differences
This is in no way meant to provide a complete list of how to manage generational
difference. It is an evolving learning process. The complexities may be aggravated
by new technology and work patterns, mixing workers of different ages in ever-
changing times, and societal influences.
The National Conference of Bar Foundations (2015) provides a clear goal to focus
on when managing generational differences: to uncover the events, conditions,
values, and behaviors that make each generation unique! In reviewing literature
from a variety of sources (see reference list), 5 key techniques are offered from a
behavioral standpoint.
1) Focus on goals and set clear expectations. Each generation approaches their work
differently, each providing strengths the other does not posses. A clear goal and
expectations puts each generation on an even playing field. No need for micro
managing just set the goal and expectation. A benefit you will see is how goals
and expectations help to resolve problems without dampening enthusiasm.
2) Mentoring and Inclusion. Encourage each generation to mentor the other. They

each provide different strengths, experiences and knowledge of today’s
technology. Inclusion helps to use those differences as leverage to maximize
results. In addition, most employees’ value being included versus excluded.
Inclusion equals teamwork. Teamwork leads to achieving results faster.
3) Break the bonds of tradition. If there is a better way to do something, take the
suggestion. Although four generations may be part of the team, the right idea
should always be taken. Tradition would tell you to take the point of view of the
most senior in the room. Wrong. Taking the opinion of the senior most person in
the room when a better one is presenting may very well lead you to slower or no
progress.
4) Show employees the future. Tell them where the organization is going, how they
fit in, and how to prepare. Encouraging career planning for those with a number
of years ahead, and retirement planning for those getting ready for it will help to
engage people in the here and now, and the long term possibilities. People tend to
work harder to achieve the organizations goals if they understand how it leads
them on a path to their professional goals.
5) Encourage balance. Employees of all ages place a high value on balancing their

work and personal lives. However, depending on their generational culture,
balance will look different. Leaving work before the kids come home, taking full
weeks or a month for a vacation, flexible work hours, and working from home are
all preferences of the different generations. Asking employees what they prefer in
regards to maintaining a balance of work and life will help you manage the
generational needs, ultimately leading to happier employees working hard to
achieve the businesses goals.
These five techniques provide a behavioral approach to managing the

generational differences. From an Organizational Behavior Management
perspective, many issues can be affected by generational differences: Turnover,
Recruitment, Morale, Team building, Communication, and the effectiveness of
Rewards, Feedback and ultimately achieving Organizational objectives. Taking
time to understand, and define how you will manage these differences will be the
true indicator of success in the years to come.
A Few References for your Reading Pleasure:

National Conference of Bar Foundations (February 2015). Managing
Generational Differences. Retrieved
from http://www.ncbf.org/members/default.cfm?action=meeting_materials.
Gen-Y Employees: How to Motivate Them (April 2012). Retrieved

from http://www.inc.com/sam-bacharach/how-to-motivate-your-gen-y-
employees.html
Lancaster and Stillman (March 2003). When Generations Collide: Who They Are.
Why They Clash. How to Solve the Generational Puzzle at Work
Lancaster and Stillman (April 2010). The M-Factor: How the Millennial
Generation Is Rocking the Workplace.
Satuffer, D. (March 2003). Motivating Across Generations. Harvard Business

Review.
Hammill, G. (2005). Mixing and Managing Four Generations of Employees. FDU

Magazine Online. Retrieved
from http://www.fdu.edu/newspubs/magazine/05ws/generations.htm
Do you have experience with managing generational differences? Do you think

the tips offers can be helpful in your organization? Let us know in the comments
below! Also be sure to join bSci21 via email subscription to receive the latest
articles directly to your inbox!
About the Author:

Manny Rodriguez, M.S. has over ten years experience, working with
organizations across the globe within the Fortune 1000. He is an accomplished
practitioner in the field of Applied Behavior Analysis, highly regarded by his
customers and colleagues alike. Manny is especially skilled at facilitating business
teams to execute strategic plans and preparing leaders to engage employees to
reach their maximum potential. Manny holds the position of Director of
Continuing Education and Product Development for ABA Technologies, Inc., a
pioneer in online professional development of behavior analysts. Manny is also
the President-Elect of the Organizational Behavior Management Network, an
organization dedicated to the development, enhancement, and support for the
growth and vitality of the science of human behavior applied at work –
Organizational Behavior Management.
Manny Rodriguez and ABA Technologies, Inc provides products and services for
Behavior Analysts and the general public. Online Professional Development in
ABA, Coaching/Mentoring Behavior Analysts, Speaking engagements such as
Workshops/Seminars/Webinars, and Expert Consulting in ABA, OBM,
Instructional Design and Teaching Behavior Analysis. For more information,
contact [email protected].

5 Strategies For Managing Generational Differences

Uploaded by

Copyright:

Available Formats

5 Strategies For Managing Generational Differences

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

5 Strategies For Managing Generational Differences

Uploaded by

Copyright:

Available Formats

http://www.bsci21.

Five Strategies For Managing Generational Differences

By Manny Rodriguez, M.S., bSci21 Contributing Writer

Values, Attitudes, Beliefs and Behaviors

Four Makes a Party Right?

The Silent Generation, also known as Traditionalists or the Mature Generation,

Finally the Millennial also referred to as Generation Y, and individuals born

So What Are The Big “D’s”?

In addition, two general types of differences are worth noting:

2) Mentoring and Inclusion. Encourage each generation to mentor the other. They

5) Encourage balance. Employees of all ages place a high value on balancing their

These five techniques provide a behavioral approach to managing the

A Few References for your Reading Pleasure:

Gen-Y Employees: How to Motivate Them (April 2012). Retrieved

Satuffer, D. (March 2003). Motivating Across Generations. Harvard Business

Hammill, G. (2005). Mixing and Managing Four Generations of Employees. FDU

Do you have experience with managing generational differences? Do you think

About the Author:

You might also like