Generation X - Introduction and Articles
Generation X: Who are they?
Born 1965–1980
• Environmental Impacts: The AIDs epidemic, the fall of the Berlin Wall, the dot-com boom.
• Gifts: Diversity, work-life balance, favor their personal-professional interests rather than the company's interests, flexible.
• Communication Style: Whatever is most efficient, including phone calls and face to face.
• Perspective: Favoring diversity, quick to move on if their employer fails to meet their needs, resistant to change at work if it affects their personal lives.
• Work Requirements: Give them immediate feedback, provide flexible work arrangements and work-life balance, extend opportunities for personal development.
• Work Style: Direct, embrace feedback, hybrid relationship with technology, collaborative, skeptical, informal, and independent.
• Stats: Gen Xers make up the highest percentage of startup founders at 55% and Gen Xers will outnumber baby boomers by 2028.
SOURCE: Purdue University Global
The Synergies Between Gen X, Millennials, and Gen Z
As 10,000 Boomers leave the workforce daily, the ranks of the Millennials (ages 26 to 41) and Gen X (ages 41 to 56) grow daily into leadership positions as more and more Gen Z (ages 9 to 25) enter the workplace. Despite differences between the generations that often dominate conversations, some synergies point to a solid and aligned workforce that reinforces the values of each generation.
The Synergies
According to a 2019 HBR Article, recommendations for Gen X retention describe strategies that apply to all three generations. For example, one recommendation is personalized learning and development strategies. These are also desired by Gen Z and Millennials as well. Currently, HR and executives are learning that a personalized approach is key to a happy workforce.
The other HBR recommendations include mentoring. This, too is aligned with the desires of both Gen Z and Millennials and even Boomers (age 56 to 73). Mentoring is an excellent bridge between the generations, as each has its particular talents to contribute. For example, Boomers share their corporate knowledge and wisdom while Gen Z and Millennials are positioned to share their technical and social media knowledge.
Another recommendation by HBR addresses increasing data in hiring. An example is when a hiring manager may be inclined to hire a Millennial for a social media position when a Gen X-er may be just as qualified. Data will sidestep the gut reactions that managers often rely on in making hiring decisions.
In another Gen X article by Schnitzer and Fabiano (Kyle Schnitzer and Jennifer Fabiano) their description of Gen X characteristics aligns and indicates synergies between the generations. To illustrate, Gen X tends to be direct, appealing to Gen Z, who are pragmatic and truth-seekers. Gen X also promotes informality that puts both Gen Z and Millennials at ease. Other strengths that appeal to the younger generations include an egalitarian attitude, internal motivation, solid relationships and social skills, and a focus on work-life balance. Gen X social skills are an asset, and their communication skills are vital. They are also skilled in collaboration, another attractive feature to Gen Z and Millennials.
Gen X survival of significant events such as the lasting impacts of 9-11, financial downturn (2008), and hardships (COVID) demonstrate resilience and fortitude, serving as role models to the younger generations.
All three generations seek feedback and not the traditional performance review scheduled six to twelve months apart. Gen X appreciates feedback, and they tend to recover quickly from any negative feedback. Gen Z and Millennials also desire feedback, preferably immediate, to hone their skills at the moment. Having seen the Boomers dedicate the bulk of their lives to work, Gen X values work-life balance, and this dovetails with Gen Z and Millennials who insist on work-life balance.
The challenges we are facing now, the rapidity of change we are experiencing, and the uncertainty of the future all need outstanding leadership. Gen X is positioned to serve as leaders that are responsive to the needs of the younger generation. The days of patriarchal, authoritative, and insensitive leadership are long gone.
Managers and Leaders, Are You Up to the Challenge of Leading Young Professionals?
It is time to review your people practices and ask yourself are you embracing the right behaviors?
Whether we are talking about HR practices, culture, the generations, and remote work – what you did last year and what you do this year in 2022 have to change to meet the extraordinary challenges facing corporations and businesses. Specifically - 1. the great resignation, 2. young professionals are demanding more, and 3. radical changes in work lives (remote, hybrid).
Here are a few facts – according to PEW Research. The 3 major reasons for leaving jobs in 2021 cite: low pay, no opportunities for advancement, feeling disrespected. This article addresses two factors – perception of no opportunities for advancement and feeling disrespected.
Review of People Practices
Generational Expectations
Each generation has different expectations about work. The older generations (Gen X (ages 41 to 55) and Baby Boomers (56 – 74)) have pretty low expectations about work. They want independence to get the job done; they tend to do as they are told; where Boomers are promoters of face-time in the office (as leaders, many desire having people back in the office); and Boomers tend to treat others as they were treated (usually with little personal interactions and with a focus on doing as they were told).
Compare this with young professionals (ages 21 – 25 Gen Z and ages 26 – 28 Millennials) who expect much more from work. They want financial security and work to be fun, engaging, authentic, caring, with engaging leadership, and an opportunity for learning and growing.
Generational Disconnects
Perhaps you are leading a team that is homogeneous in terms of generation or, more likely, you are leading a multi-generational team. Here are a few stories that point to how important it is for a manager/leader to understand generational differences and to recognize some of the friction points and have the courage to address them and increase understanding.
Young professionals value authenticity. Since many leaders are Boomers, extending themselves in the ways that young professionals desire, requires some development and growth perhaps through coaching. Without it, a Boomer leader may miss the boat continuing to hide in the corner office and making decisions without input from others, causing rising resentment and feeding the exodus.
Millennials thrive when working in teams. A group would meet in the mornings in the coffee room and the conversation would grow animated and louder as they brain stormed some of the critical issues at their work. The Gen X leader, not knowing that this is how they work best together, broke up the group and sent them back to their individual desks. More reasons for morale to suffer.
In an open work area, a mixture of Gen Z, Millennials, Gen X, and Boomers worked together. The Gen Z and Millennials preferred to have the lights out with earbuds in their ears. The Gen X and Boomers were annoyed for two reasons – they couldn’t see well in the dark and they had to get up and tap the Gen Z and Millennials on the shoulder to get their attention.
How Do Your Cultural Values Measure Up?
It is time for a review. Your culture may work well to support your business, but how is it working to support people? If you focus not on what is done but how it is done, you will begin to shape a culture that supports people.
Here are some final thoughts about how leadership needs to change
Old Way of Leading
Even when trained, management had their hands tied (HR Policies) and couldn’t resolve issues (one size does not fit all)
Control the agenda/closed system
Only person who has the knowledge
Hierarchy prevails
Authority: They do What I Tell Them to Do
Promoted Based on Technical/Functional Knowledge
Management Divorced from the Team
New Way of Leading
Mediocrity doesn’t work anymore. A more nuanced and tailored approach is needed in a multi-generational workforce and to appeal to young professionals
Leaders need to be more Open to input and Opinions from others
Transparency is critical
Meet the Challenges of Remote Work
EQ, Empathy, and Engagement are Critical Qualities for Leaders
Strive for Authentic Leadership and Inclusive Organizations
In Promoting Managers, Focus on EQ Over Functional Expertise/ Recommend Intensive Management Training to Raise the Bar
Formulate Coaching and Engagement Practices to Meet the Challenges of Remote Work
Launch Mentoring Programs, including Reverse Mentoring
If you would like my recommendations for a People Review of your organization, please contact us.
If you need help identifying and making critical changes in your organization and to your management style, please contact me at lesley@changingbehaviorsconsulting.com
I will give you one hour of consulting advice for free.