This post is a companion to the Voice America interview with Cam Marston to air on March 8, 2016. Cam is the President and Owner of Generational Insights and an expert on the Demographic Trends and Generational Bias Impacting Work & Sales. How important is workplace atmosphere to a millennial? Apparently it was important enough to at least one of them to blow off one of the premier employers in her desired profession. âMy visit,â she concluded, âmade me realize it was sterile journalism.â Gordon did not give examples of work produced by the Times that she considers sterile, but seemed more concerned with the newsroom environment, saying she knew she âwouldnât fit in with the cultureâ in a place where she couldnât âfully express my creativity and quirkiness.â She illustrated her point by noting that an internship coordinator at the Times may not have appreciated the âshooting stars and flying batsâ on her portfolio. While Gen-Xers and Baby Boomers will laugh this off as a millennial living down to the stereotype (and wonder what kind of journalism student would show up to the New York Times with stars and bats drawn on her clips), we also must assume that Gordon isnât alone. Finding a collaborative atmosphere and an outlet for their creative passions is important to millennials â and finding talented millennials is important to employers. So who should give? Should employers like the Times reconfigure their workplaces to cater to the desires of millennials like Gordon? Or should Gordon realize that not every office is going to feel like the campus newspaper? Thereâs no one right answer here, but my hunch is: perhaps a little of both. As more millennials flood the workforce, many workplaces are moving toward environments that foster the kind of collaborative atmosphere for which Gordon seems to be looking â and one day, even the Times may join them. It makes sense for companies that want to attract and retain the best and brightest to make sure their office environments are going to be seen as an asset. But millennials like Gordon also need to understand that it isnât the job of a workplace to fulfill their every desire. Itâs to get work done. Very few of us, no matter the generation, are fortunate enough to find a job that feeds all our ambitions and interests. Many of us find other outlets for our creative and quirky sides that arenât satisfied at work. Hannah Gordon, a journalism student at St. Bonaventure University, recently shared her thoughts about a visit to the New York Times in a letter to TAPinto.net. The Times is considered by many journalists to be the pinnacle of the profession, a place to which the most ambitious reporters and editors aspire. Gordon, however, saw it differently, noting her disappointment at finding a ânear-silent newsroomâ instead of âthe bustling, comradery-filled (sic) newsroom I imagined.â Perhaps Gordon will find a job that meets all her expectations. Or maybe sheâll have to temper those expectations to find a job. This show is part of the show Innovative Leaders Driving Thriving Organizations. To become a more innovative leader, please consider our online leader development program. For additional tools, we recommend taking leadership assessments, using the Innovative Leadership Fieldbook and Innovative Leaders Guide to Transforming Organizations, and adding coaching to our online innovative leadership program. We also offer several workshops to help you build these skills. To learn more, please visit www.metcalf-associates.comÂ www.metcalf-associates.com/blogÂ Â http://www.voiceamerica.com/show/2472/innovative-leaders-driving-thriving-organizations
A recent encounter got me thinking about inter-generational interactions in the workplace.
As a volunteer usher at a performing arts organization, I was given the wrong sign in sheet by young millennial who was chatting away with another staff member.
Later, it was brought to my attention, by the same person, who said to me, âYou signed the wrong sheet.â There was no apology or taking of responsibility.
My first reaction was annoyance thinking, âIt was your mistake, not mine. Donât you know Iâve been working much longer than youâ¦you should show some respectâ¦.whereâs your work ethic?â
Once I got out of my righteous indignation, I looked back and realized that maybe I need to take some responsibility for not paying more attention in the first place. Also in the past, when Iâve observed her in action as she dealt with patrons, she was professional. So that got me thinking!
For the first time we now have four generations in the workplace (traditionalists – baby boomers -X ‘ers – millennials) which presents interesting challenges and opportunities to leaders, managers, and their teams. So much has been written about the differences in traits, expectations, styles, preferences. But Iâm wondering if we should also be looking at what are the similarities.
The Center for Creative Leadership asked this question:
Is it possible to work with and manage people from all generations effectively without pulling your hair out?
Absolutely! The following ten truths about generational conflict can help you look past the stereotypes and become a more effective leader to people of all ages.
- All generations have similar values. In fact, they all value family, the most. They also attach importance to integrity, achievement, love and competence
- Everyone wants respect – they just define it in the same way.
- Trust matters especially with the people you work directly with. Everyone wants to trust and want to be trusted.
- People of all generations want leaders who are credible and trustworthy. They also want them to listen well and be farsighted and encouraging.
- Office politics is an issue â no matter what your age. Most realize that political skills are a critical component in being able to move up and be effective.
- No one really likes change. Resistance to change has nothing to do with age; it is all about how much one has to gain or lose with the change.
- Loyalty depends on the context not on the generation. People stay or leave a company based on their boss, opportunities, stage of life and other factors.
- Itâs as easy to retain a young person as it is to retain an older one. It depends on whatâs important to them. Age defines a demographic not a person
- People of all generations want to make sure they have the skills and resources necessary to do their jobs well. The ability and desire to learn continues throughout life.
- Everyone wants to know how theyâre doing. Feedback is desired but no one likes only negative feedback; they also want positive as well.
Smart Moves Tip:
Use these ten principles to help you work with and lead people of all ages. When generations fail to communicate and interact effectively in the workplace, we see a negative impact on the bottom line – performance, productivity and profitability start trending downward. So the next time begin to think negatively about a specific age group, stop and ask yourself: What do we have in common that I can tap into? How can I see them and the situation differently?
Marcia Zidle, the smart moves executive coach and speaker, is host of The Business Edge on the Voice America Business Network. The show features the Smart Growth System providing small to medium sized businesses the proper foundation for expansion: a Growth Agenda that becomes their roadmap, a Growth Engine that attracts and engages the best talent and Growth Leaders that make it happen. Marcia, the CEO of Leaders At All Levels, brings street smarts to help businesses get on the right track and not get sidetracked on their path to higher performance and profitability.