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5 Leadership Toys For The Multigenerational Workplace Sandbox

The multigenerational workforce; you’ve heard about it. There are about six generations that live in America today – three to five of which are in the workplace, with another set to enter within ten years. You’ve probably heard most about Generations X (30-50 years of age) and Generation Y (Millennials, 11-29), with the occasional reference to Baby Boomers (51-68), the group arguably hit hardest by the recent Great Recession.

Please note that these age brackets vary from resource to resource but this gives you the general gist. Thanks to a global economy which stubbornly refuses to improve in any meaningful way for many anxious holders of 401Ks, we’re unlikely to see Baby Boomers retiring at rates previously expected.

The short story is this: at least three generations can be found in most workplaces, which not only is a potential source of workplace friction, but also a real puzzle for leaders, HR, brand marketers and talent management pros looking to humanize brands.

It’s really not something we can afford to ignore.

This shift in the meaning of brand is seismic, as they say. Where my parents bought a car for the brand’s reputation, and I wouldn’t buy a car for any one reason, my niece might buy a car if its infotainment system is seamlessly synchronized with her Bluetooth and iPhone (or Android).

For Millennials, brands must have social capability and social identity, or allow the individual to use the brand’s product in a social context. For Gen X, the brand must be multinational. And for Boomers, well, snob appeal still works – one measure of brand reputation. Note: I’m a Gen-Xer and I sometimes want each of these offerings above so it can be misleading to go on statistics alone. Honestly, I often think stereotyping generations can be very limiting in this way but it’s useful to gain a macro-perspective on just how much the world of work is transforming now.

In workplace brands, as with multigenerational teams, a lot of adaptation and flexibility is called for if success is the goal. As I wrote last week, Brand Humanization is of increasing importance. This holds for workplace brands as a well. If you’re a CEO, HR person or a hiring manager for new and retained talent, you’re probably wondering how to keep the wheels on the bus with three, potentially five, age groups on staff.

Here are five suggestions to keep your workplace and leadership brand aligned with the needs of three or four very different groups of workers:

1) Relevance: For all groups of workers, work must be relevant. This matters for someone who’s 60 as much as it does for a 23-year-old, although the meaning of ‘relevant’ might be different for each. Leaders always need to communicate a task’s relevance. If a task is relevant, it will make the brand relevant too.

2) Accountability: Some people are accountable by nature. They’re performers. Lots of other people have to be made accountable. A lot has been written about the lack of accountability in Millennials, but I think it’s more a question of communications again: leaders must be very clear about what it means to be accountable in the workplace. A 45-year-old may see his or her work as contributing to the bottom line, a 25-year-old may see it as a task and miss the big picture, and a 60-year-old may see a task as a dead end. Leaders have to show everyone why everything they do in the workplace counts and helps build a good brand. Mind, employees have a responsibility to look beyond themselves too, but that’s a topic for another day.

3) Motivation: First cousin of accountability and relevance, motivation can be a mystery for a leader. A conventional boss may see a paycheck as sufficient motivation, while a strategic leader will see motivation as the key to a productive workplace. Taking the time to understand what motivates workers is a huge investment, but it’s absolutely necessary. Unmotivated workers won’t care about the brand, and that’s the first step down the path to brand destruction.

4) Trust: As the work world becomes increasingly driven by social media and social technologies, trust becomes more important. Old-school companies and leaders may think trust is embodied in a paycheck, but it’s not. Trust is earned, like respect. Workers who trust management will also trust the brand.

5) Emotional connection: I’m a big proponent of the workplace value of Emotional Intelligence. The leader with emotional intelligence understands the need for an emotional connection with everyone in the workplace. No, you don’t have to be best friends, but you do have to be sensitive and aware to the emotional tenor of the workplace. Ignore emotional connection and no one will care about your brand, or your workplace.

Can we all just be happy in the multigenerational workplace? Not all the time, certainly, but it will be much more achievable if you’ve taken the time to humanize your brand. Your workforce will be a community, just like in real life, where the players are all at different stages but are working to stay more or less in synch with one another. The alternative? Look around you at the dead or dying brands, the legions of un- or underemployed and the dispossessed.

Attracting and retaining talent takes a lot of work and persistent effort to be better. So please get to it and start thinking about being a human leader.

A version of this post was first published on Forbes on 3/23/2014

Photo Credit: Knoll Inc via Compfight cc

Why More Social And Less Stupid Are Music To My Ears

“You’re a big music fan, aren’t you?”

We stood there talking among other parents who mingled while kids ran around celebrating our Little League T-ball season.

“Yes, indeed,” I answered.

“You heard about B.B. King?”

“Yes, what a loss to the music industry. A living legend whose impact will live on and on. In fact, I saw that he had passed away via my Facebook news feed yesterday.”

The conversation continued, two dads talking music, one a guitar and Hammond organ player who had played in bands and had even cut an “album,” the other (me) an aspiring drummer who couldn’t stop gushing about the last big hurrah Rush tour – R40.

Soon after our conversation, we moved on to our spouses and kids, in between checking our phones for various “newsy” updates and social “pings.”

Ah, the bliss of instant connectivity to anything and everything all in the palms of our hands that some would say without really understanding the advanced intelligence and power we have access to. Some would even say this bliss sides with ignorance. Actually, Carl Sagan once said that we’ve arranged a society on science and technology in which nobody understands anything about science and technology, and this combustible mixture of ignorance and power sooner or later is going to blow up in our faces. 

I do understand Carl’s greater geopolitical context, but when it comes to everyday progress, I beg to differ. This is why the arguments in favor of the fact that technology makes us less social and more stupid are, well, stupid.

Okay, maybe it makes the stupid stupider, but I have to give the majority of us more credit than that. Smartphone technology has advanced dramatically and in the next few years smartphones will be smarter and continue to supplant desktop and laptop computers. In fact, the way in which people access the Internet has already been transformed as more people use mobile devices to go online practically anywhere today. There are now 5.2 billion mobile devices in use across the world, compared to only 789 million laptops and 743 million desktop PCs.

According to the Pew Research Center, Smartphones are used for much more than calling, texting, or basic internet browsing. Users are turning to these mobile devices as they navigate a wide range of life events:

  • 62% of smartphone owners have used their phone in the past year to look up information about a health condition.
  • 57% have used their phone to do online banking.
  • 44% have used their phone to look up real estate listings or other information about a place to live.
  • 43% to look up information about a job.
  • 40% to look up government services or information.
  • 30% to take a class or get educational content.
  • 18% to submit a job application. 

While it’s the higher percentage of all younger folk that embrace social networking, watching video, and listening to music or podcasts more than older folk, the same Pew Research shows growing utilization across the generations. So don’t let me catch you requiring your jobs for digital natives only. You know, those who’ve grown up wired to the Internet, as opposed to us older folk who adopted it. That kind of age discrimination can get you into hot water sooner than you think. Talk about stupid.

Plus, long gone are the formal protocols of the “offline” networking world. Mobile devices and social media have made connecting and networking so much easier to nearly everyone with an Internet connection. Rob Garcia, Silicon Valley product executive and co-founder and Chief Product Officer at ConnectUp, told us on the TalentCulture #TChat Show that we’re now in a hyper-connected world, those who are able to build, maintain, sustain and leverage their entire network outside of social, be more successful, and impact the world.

Along with that, we are becoming a more responsible global community of multigenerational digital citizens from diverse socioeconomic backgrounds not bound by the blatant ignorance of short-sighted governments and business leaders. That’s why those of us who are much more social and much less stupid can and do incite and sustain positive change.

And that’s music to my ears.