• 50 – 70% of how employees perceive their organization can be traced back to the actions of one person – the leader.

  • The great thing in this world is not so much where we are, but in what direction we are moving. Oliver Wendell Holmes

  • 85% of business leaders agree that traditional differentiators alone are no longer a sustainable business strategy.

  • 25 of every 27 customers who have a bad experience fail to report it because they don’t believe anything will change.

  • It is estimated that 80% of mergers and acquisitions that occur today fail to meet initial expectations.

  • A survey of 350 executives across 14 industries, 68% confirmed their companies experienced unanticipated problems in their change process. – International Consortium of Executive Development Research.

  • Effective coaching is a key method for increasing productivity and profitability in an organization. Recent studies have shown that 85% of the workforce wants holistic coaching so that they can continually improve and grow.

  • Learn something every day. Never stop learning.

  • 70% of organizational changes fail and these failures can be traced to ineffective leadership.

  • Employee loyalty builds customer loyalty, which builds brand loyalty. It’s as simple - and as difficult - as that.

  • The quality of a person’s life is in direct proportion to their commitment to excellence, regardless of their chosen field of endeavor. Vince Lombardi

  • Leadership IQ being equal, it is believed emotional intelligence – how we manage ourselves, our emotions and the emotions of others – accounts for 85 – 90% of what separates the most outstanding leaders from their peers.

  • Leadership is being the best you can be, and helping others be the best they can be.

  • "High performing organizations are constantly focusing on improving their capabilities through learning systems, building knowledge capital and transformational learning throughout the organization.” - Ken Blanchard

  • The key to building a culture based on Trust and Personal Responsibility is getting all employees to be committed to the organization’s Vision and the Values That Build Trust.

  • The key to keeping customers satisfied and loyal is to value and train employees while making them an integral part of corporate success.

  • No one of us is as smart as all of us – when teams function well, miracles happen.

  • Personally, I am always ready to learn, although I do not always like being taught. Winston Churchill

  • If you want 1 year of prosperity, grow rice. If you want 10 years of prosperity, grow trees. If you want 100 years of prosperity, grow people. – Chinese Proverb

  • Companies Don’t Solve Problems.
    People Do.

  • People are the core strategic asset. To be successful, a company must listen, involve, encourage, nurture, support, empower, and reward all its constituencies.

  • 78% of consumers say their most satisfying experience occurred because of a capable and competent customer service representative.

  • The number one fear in the world is public speaking. “You” vs. “I” messages are powerful tools for capturing your audience’s attention.

  • First, people don’t grow and change much unless they’re in a supportive environment where people know what they want to do and encourage them to do it.

  • The brighter you are, the more you have to learn.

  • It costs 10 times more to gain a new customer than it does to keep an existing customer.

  • Change is constant. To implement change you must listen, engage, and empower individuals in the change process.

  • Corporations can work five times harder and spend five times more money to gain new customers, or they can keep the ones they have.

BusinessNH Magazine - The Generation Gap - Managing today's multigenerational workforce

April 2004

BusinessNH Magazine

By Dianne M. Durkin

Never before have NH businesses seen such a diversity of generations mixing together in the workplace. Today, Veterans, Boomers, Xers, and Nexters work side by side in offices throughout the state. Each generation has different values, needs and motivating factors, which can sometimes make it challenging for managers to understand their employees.

In order for these managers to clearly understand their employees and support their successful co-existence in the workplace, they need to identify the typical traits of each generation and explore what each is looking for in an organization.

It is also important for managers to learn strategies for coaching, motivating and developing employees from the different generations, managers will be able to:

  • Prevent misunderstandings that may develop between the generations;
  • Bridge competing values;
  • Demonstrate leadership by bringing generations together with a common purpose;
  • Reduce turnover by creating a conducive work environment for all generations;
  • And, communicate effectively with the different generations.

Each generation has certain characteristics that, in general, make them tick.

Veterans
The Veterans were born between 1922 and 1946. The Great Depression, the New Deal, World War II, and the Korean War shaped the ideals and values of this group. They are products of hierarchical management and are accustomed to adhering to rules without questioning them. They have a great deal of respect for authority, stated rules, conformity, honor and discipline. They tend to have a directive leadership style that can be construed as overbearing. Because they were not brought up in the computer age, technology can be confusing and intimidating, and they tend to adapt more slowly to technological advances.

The Veterans are a group that can get stuck in a "we've never done it that way before" mentality. The younger veterans, born in the 1940s, are more flexible and make a point to master new systems and programs. Older Veterans, born in the 1930s, may still cling to the possibility of lifetime employment with one company and its potential rewards. Work is a privilege for this group and they are grateful to have it. They are therefore willing to work hard to achieve desired results and are loyal, dependable and persistent. Their mantra could be summed up as "work hard and it will pay off over the long term."

This is quite different from younger workers who are largely dismissive of corporate promises, wary of commitment and determined to forge their own long-term security.

Boomers
Boomers were born between 1946 and 1963. This group of individuals grew up in an era of opportunity with their values shaped by the landing on the moon, Woodstock, The Civil Rights Movement, Vietnam and the assassination of President Kennedy. They are an odd mixture of optimism and cynicism and they tend to go the extra mile and then some. They have mastered the 60-hour workweek and view work as self-fulfillment. This is a group that was pushed toward higher education and achieving more than their parents.

They love personal gratification and consumption, from the lattes they order at Starbucks, to the powerful SUVs and the pricey organic food they buy. This is a group of individuals that live to work to support their lifestyles and can be viewed as materialistic and self-centered.

Generation X
By contrast, Watergate, the Challenger disaster, the Cold War, and the rise of the personal computer shaped the GenXers, who were born between 1963 and 1980. The Xers are independent and empathize self-development. They grew up on their computers and technology made them impatient. Software and the Internet gave them instant feedback. As a result they have a shorter attention span than other generations and they are accustomed to instant gratification learned from the immediacy of the Internet.

Generation X wants instant results in many aspects of their lives. Unlike boomers Xers value autonomy. They dislike supervision and they are determined to get a better balance of work life and home life.

They will work hard but they insist on time off for personal things. They "work to live" versus "live to work". The dichotomy between this group of individuals and the baby boomers, who expect individuals to work late evenings and weekends can create resentment and challenges in the workplace.

The Xers are not afraid to rock the boat. They have no problem telling the company president what they think should be done, and what they need to do their jobs more effectively and efficiently. They will not stay in a job if they aren't promoted as quickly as they think they should or if they aren't continually learning and growing. They can become very irritating to some boomers who see them as disloyal and work averse because of their great interest in their own autonomy.

Nexters
The Nexters were born between 1980 and 2000 and are beginning to enter the workforce with high energy. Technology, terrorism, school shootings, the Monica Lewinsky scandal and the global economy influenced this group. They are optimistic and mindful of their civic duty. They want to make the world a better place and many choose jobs or hobbies to help them do just that. Like the Xers they are motivated by learning and want to see immediate results.

They are known to assess each situation by asking themselves the following questions: What can I learn today? What value can I add today? What will you offer me today? How will I be rewarded today?

Nexters are curious and must know the "whys". They truly believe that they can achieve their dreams and are very accustomed to getting what they want. Optimistic about the future and yet realistic about the present, Nexter's respect authority. They follow directions well, for the most part, because their lives have been scheduled and planned for by parents and teachers all of their lives. In the work environment, industry experts expect they will require structure, guidance and direction from their bosses while also needing flexibility to get the job done.

Unlike their elders, Nexters will not be lured by promises of climbing ladders, paying dues or cashing out at retirement. Customized training, mentoring, incentives and responsibility will be the necessity for this generation. Well versed in global affairs, they want to use their knowledge and expertise and make a real difference. From career planning to corporate sponsored educational opportunities, Nexter's want to learn, grow, make a real contribution and be rewarded for their dedication and competency.

Motivation
Once you understand the different characteristics of each generation, there are distinct ways to motivate each one.

For the Veterans take time for the personal touch - handwrite a note rather than send an e-mail. Honor their hard work with plaques and other symbolic records of achievement

Give Boomers a lot of public recognition. Give them the perks of status like an expense account or first-class tickets to reward their work ethic and long hours.

Assign Xers lots of projects, let them take control of prioritizing and juggling. Give them constant constructive feedback and allow them time to pursue other interests, even have fun at work. Invest in the latest computer technology as they will see it as an investment in them and their work.

Learn about the personal goals of the Nexters in the workplace. Show them how to mesh their personal goals and the company's goals. Make all opportunities truly equal and forget traditional gender roles. Establish mentor programs as they tend to learn from individuals. Care about their well-being as people and about their need for self-development. They will be loyal and they will work hard if they are mentored and respected for their intelligence and their desire to work for the good of the whole. Organizations that focus on team-building and team-oriented projects will be rewarded by the work of the Nexters, who are very comfortable in the team role.

Finally as in all management situations communications is key. Keep communication paths open and seek employee feedback and ideas for improvement. Employees whose ideas and opinions are valued are more fulfilled by their jobs whether born in 1950 or 1980. People are happier when they are heard. The end result is more productivity and a commitment to the well being of the company.

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