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The pessimist complains about the wind. The optimist expects it to change. The leader adjusts the sails. |
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John Maxwell
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Pat, a Baby Boomer, is an inside salesperson with an acceptable performance. Her manager wants to know what kind of growth he can expect from her so he can get a precise picture of his hiring needs. “It’s not like it used to be,” she says. “I’m financially set—just looking for a place to keep growing my skills, a place to contribute. Money’s not that important to me any more.”
Erika, Gen Xer, is asked the same growth question. “I need enough money so I can travel and pay off all my student loans. But, fun, family and friends are very important to me; so don’t expect me to put in extra time in evenings or weekends.”
Both these people work side-by-side in the same company.
Such a scenario is not unusual. When Boomers enter a new stage of life, they are more interested in a “Purpose Driven Life”. Younger people are usually more interested in money and advancement. A manager must be sensitive that both these attitudes can be used to benefit the company. A Boomer might be more interested in a training position, whereas an Xer might be more interested in going after accelerated learning. Both are needed. The message is just this—as a leader, you have to be prepared to work with the changing social, mental, emotional, and spiritual needs of your employees.
Each generation (Silents, Boomers, Generations X and Y) have something unique to contribute. What you have to do is identify the aspects of each generation that you personally resonate with so that you can connect with them better.
What are you doing to be informed of changing workplace motivators for your staff both today and in the future?
