Advice for leading multiple generations
For the first time in U.S. history, four generations with distinctly different sets of values are in the transportation workplace (see table below). What are the management and leadership implications for handling this diversity?
For “veterans” now nearing retirement age, says Tom DeCoster, executive director of the American Association of State Highway and Transportation Officials (AASHTO) Leadership Institute, managers should reinforce organizational rules and provide a clear sense of direction. To lead baby boomers, managers need to make decisions through consensus and offer socialization opportunities. Generation Xers prefer to work independently and are skeptical of management and their motives, while those in Generation Y—today’s youngest workers—need supervision and structure. The most critical message for transportation managers dealing with Gen Y, he adds, is that this generation seeks a higher purpose in their work life.
Overall, DeCoster advises, managers should not expect generational values to change over time. No one has better values—they only have different values. And finally, he says, “no generation is genetically impeded from being productive.”
DeCoster shared this advice at the CTS Spring Luncheon on May 24, which was held as part of the CTS annual research conference. To read more coverage of his speech, please visit www.cts.umn.edu/events/rescon.
|
Values |
On the job |
Veterans
(born 1922–1946) |
- Value chain of command, structure, discipline.
- Polite, respectful.
- Appreciate tradition, history.
- Believe in logic, not magic.
- Uncomfortable in team meetings.
|
- No news is good news.
- Hardworking on all assignments.
- Reluctant to challenge management.
- Work first, pleasure later.
- Like the personal touch and respect.
|
Boomers
(born 1946–1964) |
- Like fair and level playing field, seniority.
- Geared toward securing promotions.
- Teamwork oriented.
- See themselves as “stars.”
- Put careers first, family second.
|
- Money, title, corner office.
- Experienced with chain of command.
- Very sensitive to performance feedback.
- Ignore personal conflict.
- Believe in magic of leadership.
|
Gen X
(born 1964–1980) |
- Self-reliant and skeptical.
- Lifestyle balance is critical.
- Nontraditional orientation to time and work location.
- Prefer informality in work relationships.
- Technologically savvy.
|
- Prefer to work independently.
- Suspicious of management.
- Attach little value to networking.
- Impatient with non-performers and lack of progress.
- Prefer projects over recurring work.
|
Gen Y
(born 1980–2000) |
- Positive expectations about work and life.
- Comfortable with diversity.
- Can do whatever you want to.
- Comfortable with team process.
- Technologically sophisticated.
|
- Optimistic
- Comfortable with multitasking
- Need supervision and structure.
- Avoid “difficult people” work environments.
- Like a “you can be a hero” work environment.
|
