When Generations Are Clashing

“Wendy knows how to get experienced and emerging museum professionals to work successfully and happily together.”

Zahava D. Doering
Senior Social Scientist
Smithsonian Institution
Editor Curator: The Museum Journal

For two generations, it has been and still is work/life balance. For three other generations, and especially with the impact of Covid, it is life/work balance. As the Generation Xers and Millennials takeover top management, workplace structures are likely to change.

Five generations in the workplace

It is a phenomenon of our times that many organizations find themselves with five generations in their workplace. Look around your own.

• Some of your board members and senior advisers may be Traditionalist/Silent generation (1925 – 1946)
• Many of the Boomer generation are close to retirement, if not already retired (1946 – 1964)
• Frequently your mid-level managers and professional staff are the Xer generation (1964 – 1981)
• Many of your junior professional staff and some of your entry-level staff are the Millennial generation and make up the largest portion of the workforce (1982 – 1995) and
• The newest entrants into the workforce are generation Z (1995 –2015)

Five perspectives on work

Traditionalists and Boomers are usually viewed as being motivated by work/life balance, whereas Xers,  Millennials, and Generation Z are most often viewed as motivated by life/work balance. What does that mean for your workplace?

Traditionalists in the workplace are now predominantly focused on part-time work or volunteer work. They aspired to the corner office.
Boomers have sought stellar careers and are also moving toward part-time or volunteer work. They, too, aspired the corner office.
Xers have changed jobs more frequently than previous generations and built portable careers. They have embraced telecommuting.
Millennials are likely to have many careers.
Zers are likely to want independence. The hybrid work environment appeals to them. They are totally tech and app savvy.

The generations are seen to have different preferences in communication styles. Individuals within a generation may or may not fit the generalization.

Traditionalists prefer in-person communication as well as written letters and reports.
Boomers prefer to talk in person or on the phone; they tend to run frequent and long meetings.
Xers prefer email to meetings – especially short and to-the-point emails.
Millennials prefer to text, want people to listen to them, and have a seat at the table.
Zers will use technology to communicate for individual and team communications; they like more in-person communications than the millennials.

When Your Organization is Growing from Adolescence to Adulthood

“Prime organizations know what they’re doing, where they’re going and how to get there.”

– Ichak Adizes

Every organization has a life cycle. It is painful going from start-up to adolescence. The next step isn’t any easier.

I can help you ease the pain. Here’s what we will do:

• Put policies and procedures in place appropriate to the size of the organization.
• Train managers to delegate and hold staff accountable.
• Apply policies and procedures in a fair and equitable manner.
• Establish professional development that is good for the organization and the employee
• Establish growth opportunities based upon meeting defined metrics.
• Help management and employees expand their comfort zones.
• Recognize when an employee might not be suited for working in a mature organization.