millennials Archives - Page 2 of 3

22
Nov 16
4

Managing Multigenerational Meetings

Tags : Gen z meetings millennials multigenerational

Meetings are an important part of your workplace life and if you’re involved in recurring, regular scheduled meetings, you know meeting management is important.

The meeting chairperson and participants alike often wonder about the frequency of meetings and also how to measure their effectiveness, but what about those meetings that have the added dynamic of being multigenerational? They’re quite common today especially as the more recent generations take a commanding position in organizations by bringing to the table a vast set of technology oriented skills coupled with fresh new ideas.

Enter the era of meetings that incorporate the entire spectrum of the five generations currently active in our workforce.

What It Means

If you have a broad multigenerational segment of employee representation at your meetings you may have to prepare differently.

First, if you are a traditional, a baby boomer, or gen X meeting leader (chairperson) you might have to consider dropping your idea that meetings run without devices. Devices of course mean smart phones, tablets, and notebook computers. You’re already cringing but that’s not the end of it.

The second thing to keep in mind is that while true multi-tasking is very questionable, the most recent workforce generations, those representing the millennials and Gen Z (Gen 9/11, iGen) crowd, are accustomed to fitting in some listening skills while also actively browsing their device. Keep in mind that in many cases they’ve done this for what to them, feels like their entire life.

Yes, you can set the guidelines for the meeting to not allow active devices and yes they will sit there and listen and participate, but their best work might not happen. It’s true that much of this will depend on the type of meeting and the meeting objectives but it’s also true that this is something that old school meeting leaders need to carefully consider.

Getting Results

Your meetings are important. They are not only a vehicle for communication but they are also likely important for decision making, planning, and solidifying team effort. If this holds true for you and you want the most productivity from your meeting you’re going to have to consider not only bringing your best and brightest talent to the meeting but also allowing them the ability to carry in a few tools.

How often have you asked a question in a meeting but no one knows the answer?

The old school way is to write it down, go research it, and bring the answer to the next meeting. Millennials and gen Z simply do not understand this low efficiency method. They can probably find answers or possible solutions, and in some cases video tutorials within just a few moments.

Can you say productivity? Time is money.

Spaces

If you are conducting workplace meetings across the multigenerational landscape present in our workforce today not only do you want to consider how the meeting will operate but you’ll also want to consider the meeting space. Meeting space, like office space, is changing.

You’re going to have to think about more open space with fewer closed doors and stuffy high-back leather chairs. Don’t just think about a meeting room; think about atriums, outdoor spaces, and coffee shops.

Enjoy your next meeting.

– DEG

Dennis E. Gilbert is a business consultant, speaker (CSP^TM), and coach that specializes in helping businesses and individuals accelerate their leadership, their team, and their success. He is the author of the newly released book, Forgotten Respect, Navigating A Multigenerational Workforce. Reach him through his website at DennisEGilbert.com or by calling +1 646.546.5553.

Dennis Gilbert on Google+

26
Oct 16
2

Are Millennials More Productive?

Tags : baby boomers Gen z millennials OK boomer productivity

Recently I wrote about the subject of information overload which sparked online and offline conversations about various workforce generations and productivity. Are the more recent generations such as the millennials and generation Z more productive?

Let’s start by considering a few key points. The first is that what separates the generations is not so much about age, but it is about differing values and beliefs. The second point is that the most recent generations have been taught differently and perhaps learn differently, and the third is that when compared with the earlier generations much of the millennial population and all of the generation Z population have predominantly known information access at their fingertips on a computer or cellular phone.

My belief is that when you consider productivity you have to ask yourself, “Productive at what?” Most people will likely connect productivity with the ability to accomplish one or more tasks in a timely manner. The person who can do this with little or no error in the shortest time is the most productive.

If we agree on that, then the question still remains, productive at what?

Knowledge and Entitlements

If we were to generalize about skills in the workplace one argument could include the idea that those who have been in the workforce longer will have more skill, but those representing the more recent generations may bring additional knowledge of the subject matter.

When it comes to entitlements in the workplace traditionals and baby boomers believe that they are entitled because they have more experience and the millennials and generation Z people believe that they are entitled because they have more knowledge.

Does this have anything to do with being more productive? Likely, yes, it does.

Resource Efficiency

Consider baking a cake, learning to play a musical instrument, or building a bookcase, if we have two human subjects both with about the same amount of resources, knowledge, and experience who will be more productive?

It seems to me that the best answer is the person who will use their resources the most efficiently and effectively to learn the skill, apply the skill, and then be able to repeat the process becoming more productive as they build more skill.

I must confess that from my experiences, with all things being equal, the millennial generation would most likely (I’m generalizing of course) be more productive.

Millennials More Productive

A millennial or Gen Z’er who has developed a reasonable level of problem solving skills will most likely locate the resources for learning (consult an expert, watch a video, find documentation online) faster and more efficiently as compared to the baby boomer.

They will think about it differently because their espoused values and core beliefs are likely different. To help illustrate this point, a baby boomer might seek to find a book or ask a friend and the millennial or generation Z person is already watching a video.

Are millennials and generation Z more productive in today’s workplace?

I believe it depends on many factors and most of the factors would not be equivalent across the generations. The earlier generations might have some advantage with life experiences that the most recent generations have not had, but it is reasonable that a person from any generation can be highly productive with the proper resources and training.

– DEG

Are you interested to learn more about the generations?

I wrote this book to help.

forgotten respect

Buy on Amazon

Dennis E. Gilbert is a business consultant, speaker (CSP^TM), and culture expert. He is a five-time author and the founder of Appreciative Strategies, LLC. His business focuses on positive human performance improvement solutions through Appreciative Strategies®. Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.

This article was originally posted on October 26, 2016, last updated on November 18, 2019.

11
Oct 16
-

3 Tips for Minimizing Millennial and Gen Z Turnover

Tags : generation z millennials salary tips turnover

Probably at least 1 out of every 5 clients that I speak with mention to me that one of their biggest problems is retaining the millennial or generation Z workforce. Employee turnover is costly. What if you could begin to implement low-cost actions that will start making a difference today, would you do it?

While there are perhaps many issues connected with employee turnover at large, when we examine the newest generations in the workforce sometimes things are not always as they appear. Of course we’ve often heard of the need for immediate gratification with the most recent generations and how that might connect to salary or earning potential, and that the newest generations have very little patience when it comes to their career. We’ve also heard that these generations have a great interest in how much time off they receive and the importance of organizational social responsibility in consideration for the climate, environment, or social systems such as welfare and retirement security. All of these things are likely important to most, but sometimes there are more basics needs that can be addressed which don’t directly involve money, paid time off, or costly resources to implement.

Through many presentations, informal interviews, and even social media interactions, I continue to learn a great deal about these workforce generations and here are a few low-cost, high-return strategic suggestions that can make a difference in your organization:

Connect individuals to the purpose of their work. Most employees regardless of their age are much more motivated when they understand the connection their individual job role has with the organizations mission. Employees who are connected with their job role and see the relevance to organizational success are much more likely to be engaged in their work and feel an on-going sense of responsibility to stay the course.
Establish role models or mentors of the same generation. So often I speak with organizations that mention they have paired the newest employees with the organizations best representatives as mentors. The idea is that the knowledge, skills, and abilities of the exemplary performer will transition to those newest in the organization. While this is not a bad idea, the missing element is that the power for retaining millennial and gen Z employees comes from mentors who are in their same generation. So not only must the organization establish these leaders, they must also connect them by generation.
Where possible connect job roles for a work / life blend. Millennials and generation Z employees often view their approach to work much differently as compared to a traditional or baby boomer. This doesn’t make one group wrong and the other right, but it does mean that there are differences. In simple terms the millennials and generation Z employees often prefer more of a blending of work with life which is part of why a connection to purpose is so important. This is not the same as work / life balance; blending implies integrating work with life. What is sometimes challenging in this area is that required job skills or work to be performed is very on-the-job specific and as a result it is more challenging for work / life blending.

Many of the stereotypes often associated with millennial and generation Z are simply not accurate, and the mindset of some is certainly not representative of all. Organizations must look outside of factors such as pay and promotion, sure they are important, but likely not the most important. Does your organization have a specific strategy to address millennial or generation Z employee turnover? Is it working?

– DEG

Dennis Gilbert on Google+

22
Sep 16
7

Who is Generation Z?

Tags : Gen z generation z generational differences millennials respect

Millennials get a lot of media attention, but who are the millennials and who is considered to be in generation Z?

Generational differences have a lot to do with stereotypes and bias. Often people make a quick judgment based on perceived age that anyone who is in their mid 30’s or less is a millennial. We see it, read it, or hear it in news reports, professional presentations (excluding those delivered by generational experts), and sometimes in chatter throughout the workplace.

Content marketing organizations and social media outlets thrive on the popular millennial keyword. The truth is, most generational experts agree that there are not three workforce generations, not four workforce generations, but five generations currently active in our workforce.

Okay, but who are they?

Traditionals: Born 1930 – 1945

Baby Boomers: Born 1946 – 1964

Generation X: Born 1965 – 1976

Millennials: Born 1977 – 1994

Generation Z: Born after 1994

While the ranges supplied here seem straight forward, confusion sometimes occurs because the labels such as traditional, baby boomer, and millennial, are not always the same. For example, millennials are commonly known as millennials or generation Y, and generation Z is also known as generation 9/11, or iGen, and others.

Generation Z

While there is much agreement formulated from various sources on the existing (year ranges) frameworks, there is often disagreement as well.

Personally, I believe the last emerging generation, labeled here as generation Z, has the most confusion or disagreement related to framework. During the writing of my book, Forgotten Respect, Navigating A Multigenerational Workforce, I extensively considered popular wisdom, web based research, and traditional published works citing various frameworks for each generation.

Generation Z has the most unsettled framework with some people citing the starting year as early as 1990, and others believing it may be as late as 2005. Many current views position it closer to the mid-1990’s and for the purpose of clarity in Forgotten Respect, I used the mid-1990’s as the starting year.

My belief is that three factors are largely responsible for creating a generational shift; they are significant changes in socio-economic conditions, significant technology changes, or unfortunately, times of war. Historically, these factors appear to be consistent across the generally accepted framework, and I offer that my position on this latest generation is still evolving.

Final Word

Generation Z is not another label for the millennials and everyone who is mid to upper 30’s years of age and younger are not all millennials. The millennial generation has an ending year and it is representative of those born around 1990 or slightly later. Those persons currently (circa 2016) filling the space as younger than mid-20’s, born early 1990’s, or later, are Generation Z.

– DEG

Originally published on September 22, 2016. Last updated on April 1, 2018.

Dennis Gilbert on Google+

02
Aug 16
2

Boomers to Millennials, Comfort Slows Progress

Tags : boomers leadership millennials progress

If asked, many people would probably agree that one of the things they look forward to in life is to be comfortable. Work hard, study hard, be disciplined, be persistent, stay motivated, be committed, the list is long. The desired outcome might be to earn more money, have a better life and most of all, create some comfort.

In business, one of the worst things that can happen is to become comfortable. By definition comfort may indicate that you are becoming more relaxed, are satisfied, or perhaps taking a rest. A business that lacks drive, determination, or becomes comfortable is probably a business that is falling behind, losing market share, or in one way or another slowly (or rapidly) being outperformed through the creative use of technology.

Traditionals and baby boomers are often associated with the stereotype of being technology adverse, in contrast younger generations including generation X, millennials, and generation Z are more typically associated with a desire for technology, but who is really the most comfortable? Those avoiding technology (comfort) or those encouraging it (comfort)? According to a recent article by Thomas D. Williams, PH.D., Pope Francis recently spoke to 1.5 million young people urging them “to resist the temptation of a passive life of comfort and entitlements.”

Are millennials more comfortable than boomers? What is your story? Are you comfortable, comfortable in your job, your business, or life?

Generational differences often become validated by those who have the loudest voice. People of any generation, or every generation, will see the world based on their interactions with it.

I believe one thing is certain; comfort slows progress, every time.

– DEG

Dennis Gilbert on Google+

15
Mar 16
2

Boomer Decisions, Millennial Decisions

Tags : baby boomers decisions millennials workplace

Who makes better decisions? Are boomer decisions better, or is it millennial decisions?

Talk to enough people about how decisions are made in their workplace and you’ll likely find someone who has a viewpoint different from the path typically chosen. While it might be common to find disagreement with courses of action handed down from the high rise offices of the c-suite, it also might be common for people to believe that past experience will yield the strongest results.

Boomer Decisions

We often generalize that baby boomers (born 1946-1964) will have much more experience when compared with millennials (born 1977-1994) and as such will make better decisions. This idea of experience based on time may have its fallacies though, and in a recent blog post I wrote about how traditional wisdom regarding workplace generations and experience may sometimes be incorrect.

So what generation is best equipped for decision making? It seems it really all depends.

More experience sometimes leads us to self-deception or data anchoring. While less experience may sometimes mean no previous trials and errors (failures) exist and as such you can’t possibly know or understand the best course of action. Which one is correct, or is it both?

Golden Rules

It seems there are two golden rules about decisions and generations:

Past experiences drive choices, but more experience doesn’t always mean better decisions.
Every generation has values and beliefs relational to their experiences, not to their age.

Popular wisdom suggests that things like false perception and self-deception, data anchoring, palindromes, and other components of critical thinking, including life experiences and patience, will drive decision quality. In addition, how we approach solving problems such as through technology, innovation, or what has worked well in the past will also be a factor.

Are you solving problems by working across any generational boundaries, or are you locked into traditional thinking and methods?

– DEG

Originally posted on March 15, 2016, last updated June 13, 2018

Dennis E. Gilbert is a business consultant, speaker (CSP^TM), and corporate trainer that specializes in helping businesses and individuals accelerate their leadership, their team, and their success. He is a five-time author and some of his work includes, #CustServ The Customer Service Culture, and Forgotten Respect, Navigating A Multigenerational Workforce. Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.

Dennis Gilbert on Google+

08
Mar 16
4

Leadership, Turnover, and Millennials

Tags : baby boomers leadership training millennials turnover

Someone recently suggested to me that training the more recent workforce generations in leadership skills would solve the cross-generational communication challenge. While you would likely never find me disagreeing with workforce training, it has to be the right training, at the right time, and in the right quantity. Of course, it also has to be high quality.

Unfortunately, as quickly as someone suggests leadership training, someone else can make argument against it. It’s common to hear that leadership training may set unrealistic expectations for job promotions or role changes, and should those expectations not be met, it increases employee turnover. That can happen, but it shouldn’t.

Leadership training is not about here is the button, and this is how you push it. Leadership is completely different, because leadership only develops when someone decides it is important to start leading. It isn’t about millennials any more than it is about boomers. In reality, it is more about choice, it should be about a choice for the organization, and it is always about a choice for the individual.

Leadership training shouldn’t be about people leaving, but it might be about why people are staying.

– DEG

Dennis E. Gilbert is a business consultant, speaker, and coach that specializes in helping businesses and individuals accelerate their leadership, their team, and their success. He is the author of the newly released book, Forgotten Respect, Navigating A Multigenerational Workforce. Reach him through his website at DennisEGilbert.com or by calling +1 646.546.5553.

Dennis Gilbert on Google+

25
Feb 16
-

Yelp Employee Not A Millennial

Tags : millennials workforce generations Yelp

The words, evidence based, are popular in many scientific and healthcare oriented fields. I believe the several day old viral outbreak (story) about the Yelp employee getting fired and the slightly older millennial who gave her a piece of her mind is yet another example of the emerging identity crisis in our most recent workforce generations.

Experts continue to help develop and fine tune the definitions of the framework that establishes the basis for birth year groupings. The real headline of this story should probably be about the generation 9/11 (Gen Z, iGen) employee who got fired, not the millennial. My belief, which is compatible with many other workforce generation experts, is that the emerging fifth generation, which is different from the millennials, actually starts with birth years around 1990 or 1991. This of course places the Yelp employee close to, or even within the generation 9/11 (Gen Z, iGen) category.

There are many factors that shape the framework for workforce generations, but some of the most common I discussed in my book, Forgotten Respect (Sept 2015) and more recently in a blog post. Millennial may be a good buzz word, but I believe its use is becoming a wildly popular scapegoat expression for anyone in their mid-30’s or younger. Its overuse ignites anger (rightfully so) and is perhaps disrespectful to a large segment of our workforce population who were born between the late 1970’s and the early 1990’s.

Each generation has its share of characteristics, some considered good, some not so good, but I’m hopeful that we’ll soon start to get the definitions for the generations correct. Society, technology, and perhaps even our current political campaigns are fueling the fires of every generation. I’m hopeful for a pivot, a pivot to embrace the positive characteristics about every generation.

– DEG

Dennis Gilbert on Google+

16
Feb 16
7

Millennials and Gen Z: Your Competitive Advantage

Tags : competitive advantage millennials strategy

Experts in industrial sectors, experts in educational systems, and even experts in social and psychology disciplines likely have as much disagreement as they do agreement about the paths necessary to bridge gaps and manage talent across all five workforce generations. Some believe there are not any problems, some believe the problems can’t be solved, and still others believe that the problems are nothing new often stating that we’ve always had generational differences and we should just forget all this generational talk and get back to [real] business.

The Problem

Many business sectors report problems with attracting and retaining the most recent generations in our workforce. Culturally, organizations often struggle with adapting their environments to become attractive for millennials and generation Z (Gen 9/11, iGen). One thing is certain, an organization without a strong representation of the most recent workforce generations is an organization without a future.

The Opportunity

Working across the generations or creating an atmosphere of generational neutrality is definitely not a one size fits all approach, but it does create a strategic opportunity. Keep in mind that being on the front side of the bell curve is where opportunity has the biggest strategic advantage. Many organizations are not taking a strategic approach for onboarding the most recent generations, and if your organization chooses to do so, you’ll position yourself for a strong competitive advantage.

Where to Start

Organizations will have to think more strategically. Often somewhat unconsciously, organizations operate by “fighting fires” through tried and true tactical approaches instead of strategy. Every strategy needs tactics but every tactic may not be strategic. Make sure your organization is investing in a strategic approach to onboard and fully utilize the most recent generations.

Here are three foundation building principles for millennial and gen Z strategy:

Build a strategic approach that incorporates unleashing tacit knowledge. Think succession, mentors, and how to leverage new age ideas with old school methods.

Illustrate pathways for future opportunities. The most recent generations want to understand how their contribution fits and how they can make a difference. Give them a sense of purpose.

Build flexibility into your systems. Most emerging workers believe that there is more than one way to achieve the goal. In contrast, many of the earlier generations believe strongly in the tried and true methods. Flexible approaches are desirable for more than just engaging across the generations, they also allow organizations to quickly adapt to changing circumstances or markets.

Regardless of how you build it, organizations that adopt a culture that is farsighted and encouraging will win out over those who can’t effectively illustrate their value or purpose.

Are you building a competitive advantage?

– DEG

Dennis Gilbert on Google+

09
Feb 16
2

Leading Sales Across Generations – Boomers to Millennials to Gen Z and Back.

Tags : customer millennials relationships selling touch points

Are you responsible to sell across the five generations active in our workforce today? Surprising to some, nearly every professional has some sales responsibility, from selling themselves, to selling project ideas, and of course to include those who occupy full time sales positions. It is important to keep in mind that a one size fits all model created by a boomer without consideration for gen Z buyers will struggle just like a smartphone app developed by gen Z may not be ever be downloaded by a traditional.

I don’t want to confuse medium with message, brand promise with value proposition, or the nature of transactional sales as compared to consultative sales. What I am offering are three general characteristics to keep in mind when reaching across any of the five active workforce generations.

Anticipate conditions of satisfaction: To suggest you “put yourself in their shoes” may seem to be over simplifying things, but that should probably be one of your first objectives. Assuming what you are selling reaches across all generations, consider what differences will exist and what will reduce concerns or refusals. Make every attempt to view your product or service through their lens. Think gen Z selling a tablet computer to a just retired traditional.

Understand relationship parameters: Connecting with the customer and building relationships will vary. Gen Z may be thrilled to explore communicating through a follow-up text message while earlier generations may believe in eye-to-eye, face-to-face, handshakes and hard copy signatures. Always consider every customer touch point from brick and mortar buildings, to websites, to personal interactions. The value of touch points are critical, a gen Z will expect to see your website on mobile, while a traditional may expect a personal visit. Build the relationship their way, not yours.

Never waste their time: What constitutes a waste of time? It may depend on the generation. A meeting with a traditional that incorporates background and theory of the goods and services (which takes more time) may feel like a very appropriate and well invested use of time. On the other hand a 30 second elevator pitch may be all a millennial or gen Z needs to hear. This doesn’t suggest who is correct or who makes better decisions but it does suggest there are differences. Seek commonalities by considering how time is valued across the generational continuum.

A boomers satisfaction in an automobile purchase may be very different from gen Z. A real estate (home) purchase by traditionals may be very different as compared to millennials. Methods for consultative sales versus transactional sales should be carefully considered and will definitely impact your approach. Mediums, branding, and value propositions also need careful consideration and if you’re spanning all generations be sure to seek commonalities not just develop a focus on differences.

As with everything related to selling, communicating, or working across the generations there are variances in personal style regardless of the generation and in many cases there are variances from day-to-day, or even across weeks or months since schedules, job pressures, and even amounts of sleep may condition both personal and professional interactions.

– DEG

Dennis Gilbert on Google+

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