THERE ARE NOW 5 GENERATIONS IN THE WORKPLACE by Brian Azar

Different Styles In The Workplace

We recognize four generations in the workplace, and they present interesting challenges and opportunities to leaders, managers, and coaches. Group and team coaches pay attention to the complexities of group dynamics, and must also understand inter-generational interactions, issues, styles, experiences and preferences. The same principles apply to the leadership and facilitation of team meetings. Team meetings can be much more productive, efficient and enjoyable if we add an expanded insight into the variables that impact the team coaching process.

Group and team coaching work best when the process is fluid, flexible, dynamic, and diverse. When a group coaching meeting includes employees of the same organization (co-located or geographically dispersed) with common goals, responsibilities or objectives the process is often labeled team coaching. In my experiences with group coaching and researching the “Four-Generation Workplace” I’ve seen the importance of recognizing issues related to “generation” in ensuring smooth sailing for all.

The Four Generations

You might see some variation in the labels and dates used by other writers, with the following commonly understood:

• The Silent Generation (a.k.a. Traditionalists) were born before 1946
• Baby Boomers were born between 1946 and 1964
• Gen Xers were born between 1965 and 1980
• Millennials (also called Gen Y) were born between 1981 and 2000.

And soon we’ll welcome Gen Z (or whatever label sticks). Born in the new millennium, the oldest are now 18, and they have been “wired since birth.” We’ll be hearing a lot more about their role in the workplace.

Why is it important for team coaches and facilitators to pay attention to the four generations?

In many cases they are not getting along in the workplace (and elsewhere). They don’t understand each other. The coach may have four generations in one coaching group. Teams are a special kind of group, usually “assigned or drafted” vs. “volunteers or self-selected”. Members of working teams and assigned groups may not be fully invested in the coaching process. Self-selected individuals still may have different generational approaches even when they are all there for the same purpose. Generations differ in their approach to meetings, and team coaching sessions are meetings. Multi-generational participants deserve a multi-dimensional meeting.

The Problem With Meetings

It may well be that the team coaching experience can be enhanced by making it “not a meeting.” A survey commissioned by Citrix Systems, Inc. and conducted by Forrester Consulting revealed, among other not-so-surprising insights, that “the younger you are, the less you value meetings, and pay attention.” Respondents were of all ages and from various industries. The survey also showed a “divide in how generations...communicate and collaborate in business.” Gen Y (Millennial) participants may present the greatest challenge:

• Gen Y is least likely to think meetings are efficient: only 29% of Gen Y compared to 45% of Older Boomers.
• Gen Y is least likely to pay attention in meetings and barely half (51%) believe it's very important to do so.
• Multitasking is still considered rude in a meeting. 83% believe that side conversations are unacceptable and 77% frown on those doing other work on a computer or smartphone.

An article in Successful Meetings cites examples from a (hypothetical) team meeting where:

• The Boomers are not responding to the group discussion. They want to “learn from the experts.”
• The Gen X attendees look bored; they prefer interaction in small groups of their peers.
• The Gen Y attendees are multitasking, with smartphones and tablets; e-mail and Twitter. Technology is more fun than talking.

This may be an exaggerated meeting description, but some meeting do resemble this mix. What can coaches and facilitators do to make group coaching sessions meaningful and productive for all generations? Or influence participants to pay attention and interact with others?

Vary The Venue: If it is possible (such as in corporate or local settings), you can alternate in-person and virtual team meetings. Each generation will get some of what they prefer.

Clarify The Agenda And Objectives: Coaches know that in individual coaching “the agenda belongs to the client” and we make certain to clarify that agenda with each coaching session. In team coaching we need to provide some additional structure, to make sure we adhere to the stated objectives of the group and the “common thread.” The coach is the synthesizer, and we can't leave it to chance.

Establish the Team Coaching Structure:

• Allow time for each team member to be coached in each session.
• Respond to participants' questions and requests.
• Select a topic for each group session, with flexible timing following the needs of the group. Each session is different; there is no rigid agenda, curriculum or mold.
• Establish ground rules for effective and respectful communications.
• Close with Continuity: Allow time for each team member to make a commitment for action or change. Encourage feedback on the session itself, and any possible improvements. Clarify the time for the next meeting, and what the group will receive in the interim.

Breaching the Generational Divide

The generational labels are not designed to put people in a rigid box but rather to supply insight that helps participants get more out of coaching groups. Some generation generalizations are worth discussing with the group for their own understanding of other viewpoints. Look for clues. Ask questions and let them explain their own point of view. A few examples will trigger additional good questions:

• What has been your experience...?
• What approach do you prefer...?
• How do you prefer others to communicate with you...?

The coach must park any generational bias and ensure maximum inclusion of all generations.

An important aspect of coaching groups is building bridges. Coaches in all generations are positioned to understand intergenerational dynamics and provide group and team coaching experiences that fully support each group member. We can support our groups in managing conflict, building effective teams, developing leaders, building awareness and understanding, effective communications, decision-making, career, conflict-resolution, boundaries, standards, work/life balance. While we’re doing all this we remain aware of differing methodologies in coaching, managing and leading employees of different generations. That’s a lot!

Brian Azar       919-620-1551            [email protected]