Have you (or your managers) been taught to manage different generations?
Janet Granger
Fractional CMO - Management, training, coaching - "generational translation" for the workplace - Vistage Speaker
Inc. Magazine has jumped on the bandwagon of understanding that the majority of employees who quit a job do so because of a bad manager (PR Newswire).
In their article, “From Bad Boss to Boss Boss: 7 Powerful Ways to Become a Better Manager (and Boost Your Bottom Line),” they provide tips on how to be a better manager.
Why? Better managers keep good employees! How much time do you spend trying to get great workers? And how frustrating is it when the best people leave?
To save you the click-through, here’s a quick summary of their points:
While there’s nothing here to object to, I'll add my own thoughts when it comes to managing teams comprised of those in different generations. Here three key additions:
A. Don’t tolerate bad behavior. Many employees, of all ages, get frustrated when they see those who have bad attitudes, be it racism, sexism, or any other “ism.” And don’t tolerate those who slack off and don’t contribute their fair share. Valuable employees who are frustrated as they witness these behaviors will leave an organization.
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B. Reward in an equitable fashion. While it’s great to “celebrate small wins and milestones” for the team, or the company, it’s important to reward individuals with bonuses and raises in an equitable fashion.
For younger workers, money talks louder than cheerleading and pizza parties. And if money is tight, there are other ways to reward individuals and teams, such as additional days of PTO.nbsp;
?C. Exercise empathy, and encourage it among others. There’s nothing more powerful to effect change in a team’s culture than an empathetic leader. You don’t have to look far for gurus who know this and talk about it, like Simon Sinek and Ted Lasso (yes, on Apple TV). It’s important to be empathetic and to teach it to others.
Here’s the problem: no one is training team leaders how to manage intergenerational teams.
If the front door of your building is becoming a revolving door of employees coming for a few months, or a year, and then leaving, your have an issue.
If you’ve doubled your spend on attracting, interviewing, hiring, and onboarding employees, you have a problem.
These can be solved with training. So if you’re looking for a better way, let’s chat.
Co-Founder and President ONEcount | Help forward-thinking companies accelerate revenue growth by transforming data into revenue with our Audience Tech Stack + Customer Data Platform
5 个月Congratulations Janet Granger for the release of the new edition. A must read!
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5 个月I was taught this many years ago 'What You Are Is Where You Were When... AGAIN'! is a book by Morris Massey invaluable. Example when an older generation of blue-collar workers were suspended for something without pay they were disappointed and felt 'punished'. A younger group said 'Yippee' and went out fishing and on their ATVs. It taught me not to assume what works for one generation is the same for another. Dittos skills, values, expectations and incentives vary across generations (and people). :)
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5 个月Insightful perspective Janet and I agree training is definitely needed. I would also add that current managers need to encourage their team members of all generations to speak up, share ideas and opinions. Lots of supportive and constructive learnings can be realized as everyone wants to feel that they have been heard and participated. As you say: creating a safe environment and open communication- whether across a team or with management- can educate all involved to new and different perspectives. Let’s slow that revolving door.