Transformational Leadership Insights

Managing the Generation Mix
From Collision to Collaboration

By Carolyn A. Martin, Ph.D. and Bruce Tulgan

	What motivates talented people of all ages: Challenging work for which they are respected, flexible working arrangements, coaching-style managers who offer opportunities for creativity and growth. How these are played out may vary from generation to generation, but these basic Boomer motivators resonate with everyone, regardless of age.i
	Carolyn A. Martin and Bruce Tulgan Managing the Generation Mix

Overview

The role of the twenty-first century sales leader and manager is wrought with challenges. Not only are they tasked to “meet the number” on a consistent basis, they are also asked to perform with an increasingly broad and diverse work team. In addition, every generation is now living through the most profound changes in the economy since the Industrial Revolution.ⁱⁱ How does a sales manager best lead given this array of complexity?

Martin and Tulgan briefly outline the unique characteristics of four distinct groupings in the U.S. culture by their date of birth. Although unacceptable to stereotype people, these groupings are observable:

• Silents (b. 1925-1942)
• Baby Boomers (b. 1946-1960)
• Generation X (b. 1965-1977)
• Generation Y (b. 1978-1965)ⁱⁱⁱ

In Appendix A, I’ve compiled a comparison of some of the differing philosophies of the four generations as described by the authors.

In summary, Martin and Tulgan note that there are unique characteristics apparent in each generation, but regardless of the differences, all people want the same thing, however: creative challenges, opportunity to add value, increasing responsibility, and flexibility on scheduling.^iv

Individualization

Is the concept of Individualization—customizing one’s management approach to the unique needs and styles of people, even generational differences—scriptural? We know that management and leadership gurus all discuss the importance of Individualization, although they each have their own marketing name for it. Marcus Buckingham says, “The One Thing all great managers know about great managing is this: Discover what is Unique about each person and capitalize on it.”^v Stephen Covey puts it another way:

“Leadership is communicating to people their unique worth and potential so clearly that they come to see it in themselves.”^vi Regardless of what the business gurus say, the question that we should be asking instead is, “What would Jesus do?”

Yes, there are common communication methods Jesus used, such as parables, answering questions with a question, or asking questions that go to the motive behind the question. With all of Jesus’ common “tactics,” however, we see incredible diversity and customization. Here are a few examples based on Jesus’ healing ministry:

• Jesus reaches out, touches and then speaks when responding a man’s request to be healed of leprosy (Luke 5:12-13)
• Jesus says, “Your sins are forgiven,” to the paralyzed man lowered from the roof (Luke 5:20)
• Jesus asked the man with a paralyzed hand to stand up and walk to the front of the synagogue (Luke 6:8)

The point is that Jesus customizes his response to people in order to establish a common bond and trust by which to communicate further. Jesus flexed his approach in order to build the relationship that would ultimately deliver the desired result. If Jesus did it, shouldn’t we?

Best Practices

The authors point out that all generations, regardless of age, want the following same common things in their boss: respect, clear directions, freedom to do the work their own way, a democratic vs. autocratic governing system, and coaches rather than bosses.^vii

How do these common needs impact our management practices? Here are some suggestions based on my leadership experiences.

Goal Alignment

Focus members on the team’s mission and goals as well as the roles they play to accomplish them. Talk to your team members about their personal goals and what they value, and where they want to be able to contribute.

Identity Clarity

It is important to try to individualize incentives and work results to fit the unique skills of each person on the team. For some, a paid day off is more attractive than a bonus check. For others, having daycare, dry-cleaning and auto service in the same building as work is critical. Understand that incentives will vary depending on a person’s drive for fun, family, and flexibility. Learn which talents and gifts the individual wants to leverage and maximize.^viii

Accountability

As previously mentioned, all generations seek clear expectations and boundaries. When this clarity is combined with a communication system that provide resources, timely information and a coaching/mentoring atmosphere where truth abounds, team members will rise to the occasion.

Summary

The role of the twenty-first century sales leader and manager is indeed wrought with challenges. But good management principles based on individualization, goal alignment, identity clarity and accountability are still the foundation for solid business results. Regardless of people’s age, when they spend most of their day doing what they love to do, high performance happens.

Appendix A: Philosophical Comparison of Four Generations

Top

i Carolyn A. Martin and Bruce Tulgan, Managing the Generation Mix, (Amherst:HRD Press, 2002), 28.
ii Ibid, 113.
iii Ibid, xiv.
iv Ibid, 54.
v Marcus Buckingham, The One Thing You Need to Know, (New York: Free Press, 2005), 83
vi Stephen R. Covey, The 8th Habit, (New York: Free Press, 2004), 98.
vii Martin and Tulgan, 55.
viii Ibid, 75.

Download this reflection paper in Microsoft Word format:
Transformational Leadership Refection Paper: Generation Mix