There are four generations in today\u2019s workforce\u2014Traditionalists, Baby Boomers, Gen Xers and Gen Ys. Each generational cohort possesses unique values, behaviours and skills based on their experiences of life-defining events.<\/p>\n
With Gen Xers establishing themselves in leadership positions, the reality is that today they are managing employees who are older than themselves. \u00a0Your next generation of leaders will predominantly come from the Gen X and Gen Y cohorts.<\/p>\n
To effectively lead future leaders, it is important that managers understand their own generational identities and how their perceptions of others can influence their leadership style. \u00a0\u00a0Managers should be trained, supported and skilled in creating a work environment that motivates and engages all four generational cohorts, with special emphasis on understanding younger employees\u2019 behaviours and expectations and how they can impact team performance. \u00a0The goal is to equip managers with the tools to engage a multigenerational workforce and build a leadership pipeline for your business. \u00a0To achieve this goal, generational awareness training is the first step. \u00a0The second step is applying tips to effectively lead and manage the next generation through effective coaching, mentoring and performance management.<\/p>\n
Gen Ysare challenging leaders to think differently about how organizations should interact with, and engage,employees. \u00a0As Gen Ys are gaining influence and power, they are pushing changes up through the organization.<\/p>\n
If Gen Ys respect their leader\u2014which is bestowed based on competency and skill, not just title or seniority\u2014they will be more inclined to take direction from him or her. \u00a0For Gen Ys, direction means receiving feedback on how to approach a process \/ project or task, rather than being told what to do. If conversations with Gen Ys are one-way, top-down and commanding in nature, this cohort is unlikely to fully engage in tasks or be connected to the desired outcome.<\/p>\n
Since Gen Ys haven\u2019t generally experienced significant setbacks prior to entering the work world, many organizations find that younger leaders struggle with bouncing back from challenges. This limitation isn\u2019t because Gen Ys lack discipline\u2014it\u2019s because they haven\u2019t been exposed to enough situations that teach them how to overcome barriers and challenges.<\/p>\n
Coaching and receiving direction from more senior leaders is needed to provide guidance on how to navigate through setbacks.<\/p>\n
Gen Ys seek employment relationships that are win\u2013win, which for them means finding work that has meaning. This cohort will act in accordance with company values and goals, if they believe in them. They will also become frustrated and disengaged if they believe their senior leaders\u2019 behaviours do not match the organization\u2019s promises.<\/p>\n
Gen Ys are fairly new entrants into front-line leadership positions. They are generally fair-minded leaders and supportive coaches. Gen Ys are quick to defend their initiatives, uphold company protocols (if they align with their values) and demonstrate productivity.<\/p>\n
This cohort is hyper-collaborative with their direct reports, using technology to stay connected on a continuous basis. In this way, they are perceived to be supportive of their teams and \u00a0are viewed as part of the team, not outside of it.<\/p>\n
Gen Ys work to build consensus and not just issue orders. In general, Gen Ys prefer to focus on training their team members and consider their suggestions when developing solutions.<\/p>\n","protected":false},"excerpt":{"rendered":"
How Different Generations Challenge Leaders There are four generations in today\u2019s workforce\u2014Traditionalists, Baby Boomers, Gen Xers and Gen Ys. Each generational cohort possesses unique values, behaviours and skills based on their experiences of life-defining events. With Gen Xers establishing themselves … Continue reading