More than a decade ago, I ran across a book that was like a
revelation to me. “Generations,” by Neil Howe and William Strauss,
worked through the whole history of America – and made some
definite predictions about the future. Those predictions, it turns
out, have been right on the money.
The basic premise of the book was that there are four key
generational types. They follow each other in regular sequence,
about every 20 years or so. The mood of the nation depends on the
relationships of these generations to each other, and their own
phases of life.
Generations, it turns out, are a powerful tool for the analysis
of politics.
Now I’m starting to realize that generations are an important
concern in running a business, too.
I’ve been reading a new book, “When Generations Collide,” by
Lynne Lancaster and David Stillman. As it says on the blurb, “If
your workplace sometimes feels like a battlefield and your
colleagues sometimes seem like aliens, you are not
alone.”
What’s the problem? Differing generational styles. Those styles
govern everything: employee recruitment, orientation and training,
evaluation and feedback, and communication generally.
When it comes to careers, different generations have different
goals. For instance, “traditionalists” – actually, two generations,
born between 1900-45 – want to build a legacy – something that
endures. The baby boomers – born 1946-64 – want a stellar career.
They thrive on achievement and status.
Generation Xers – born 1965-1980 – want a portable career,
something that allows them to respond quickly to opportunity or
sudden reversals. Millennials – 1981-99 – who are just now hitting
the workforce, want parallel careers. They’re born
multi-taskers.
Each generation has its own communication style. And that’s
where things go wrong. Most common seems to be this situation:
process-sensitive traditionalists or boomers try to give
thoughtful, constructive feedback to a generation Xer who is
thinking, “Will you please get to the point!” or “Just what are you
trying to tell me?”
Or run it the other way: The Gen Xer is trying to move as
directly and efficiently as possible to complete a project,
offending the boomers and traditionalists with what seems to be an
utter disrespect for process or expertise.
I’ve got my own analysis of the typical generational lineup in
libraries.
We still have a good many librarians in the “silent” generation
– Post World War II. In general, these people are skilled in
process, in the nuances of how things are done. They pride
themselves on their expertise.
The boomers tend to be very values-driven. Their focus is why
things are done. Such people are good at coming back to the mission
and vision of an organization.
Generation Xers tend to be results-driven. Their efforts are
targeted on what needs doing. They are flexible, adaptable and
fiercely creative.
Which is better? Which is right? Answer: Libraries need ALL of
them. We need to know why we do things; we need to have equitable
and appropriate procedures to follow; and finally, “at the end of
the day,” we actually have to get something done.
And woe to the library that hires people from just one
generational perspective because it will find that it no longer
connects to its community, which is, of course, a blend.
Here’s a follow-up exercise. At your next staff meeting, toss
this question into the mix: “How would you describe the ‘typical’
member of generation X?” Then sit back and listen to the
destructive power of the stereotype.
Then ask yourself, how would someone not of your generation
describe you? And finally, put the issue of generational
communication on your company’s agenda. Your success will depend on
it.
Jamie LaRue is the director of the Douglas Public Library
District.