Hartford Business Journal

www.HartfordBusiness.com • March 5, 2018 • Hartford Business Journal 15 EXPERTS CORNER 8 ways to manage in a multigenerational workforce By Karen Hinds W hile in conversation with a group of managers recently, we soon started on the topic of Millennials (Generation Y) in the workplace. After the initial sighs, the managers lamented they had no idea what to do with Millennials. I listened intently and heard nothing but com- plaints. It was as if Millennials were this alien race of workers. Nothing could be further from the truth. In fact, so much emphasis has been placed on Millennials that many em- ployers miss the opportuni- ty to see the goldmine that exists by having five gen- erations of workers in their organizations: the Silent Generation, Baby Boom- ers (1945-1963), Generation X (1964-1979), Millennials (1979-1999) and Generation Z (2000-present), the new- est generation now entering the workplace. Why such animosity towards Millennials? Could it be that the other generations are jealous that Mil- lennials were bold enough to ask for working condi- tions that other generations have only dreamed about? How many of you wish you could spend more time with family and have more flex time? Don't you wish you were given regular feed- back instead of the haphazard annual review, which failed to capture your true worth to the company or provide feedback for growth? How many of you were promoted into jobs where you could only hope for training? Don't you want to know that your life had meaning? Now imagine working for a company that not only paid you well but filled the need in your soul to make a positive mark in this world. Think carefully about what Millennials are asking for and ask yourself if other generations can benefit from their requests. As a manager, do not get swept up in the gen- erational stereotypes that focus only on ways the generations are different. Strive to find the com- mon ground and capitalize on the individual skill sets each individual brings to the table. Here are eight keys to keep in mind as you manage a multigenerational team. Create a space for open dialogue Make it a priority to create a team culture that encourages open dialogue that will aid in breaking down generational barriers. Precon- ceived judgments can be easily debunked with a simple conversation. Set clear expectations We live in a time when nothing seems impos- sible and employees will continually push the boundaries of achievement and up the level of ex- pectations. Set expectations early and reiterate of- ten so everyone is clear on where they are headed and can be held accountable for their results. Be flexible Regardless of the generation, each employee has different professional and personal needs. Take the time to listen attentively so you can pro- vide the tools and accommodations to produce a high-performing employee. Flexibility in your management style should also be a consideration. Millennials want to collaborate and work with you and see themselves on your level. The Silent Generation and Boomers expect to work for you and know how to exist in an authoritative environment. Gen X does not appreciate a heavy- handed approach to managing and data is still being collected on Gen Z. Provide specific, regular feedback Although Millennials have been categorized as a generation needing more feedback, this technique should not be reserved for them only. Regular, specific, constructive feedback aimed at helping employees change behavior and solve problems should be available to all employees. Avoid stereotypes As the manager, set the tone of your team and steer clear of weak arguments that lump people into categories. There are lazy, entitled, overeager people in every generation just as there are thoughtful, driven, committed people ready to pay their dues. Vary your communication approaches Millennials have been touted as the tech-savvy generation and the Silent Generation is known to prefer face-to-face contact. As a leader, find ways to convey your messages in a tech-savvy and high- touch manner to meet the needs of your team. Develop ways to share and transfer knowledge Look around your organization and see how many seasoned professionals are eligible to retire in the next three to five years. One organization recently discovered that 50 percent of their workforce is expected to retire in the next five years and there still was no effective way to capture the decades of knowl- edge possessed by senior professionals. Allow your team to learn from each with traditional and reverse-mentoring opportunities. Provide professional development Millennials are hungry for different avenues to learn, grow and advance within their organiza- tions. Advancement is not always defined by a vertical move; in fact, lateral moves, opportunities to lead a short-term project/initiative, rotational assignments and access to continuing education are excellent growth and retention strategies. Karen Hinds is an author, international speaker and CEO of Workplace Success Group LLC, a talent development firm. HARTFORDBUSINESS.COM POLL LAST WEEK'S POLL RESULT: NEXT WEEK'S POLL: Should CT offer incentives to lure new airlines and routes out of Bradley Airport? Should Connecticut legalize recreational marijuana? 24.3% No 75.7% Yes Karen Hinds BIZ BOOKS Traits and foibles of industry game-changers By Jim Pawlak "Quirky — The Remarkable Story of the Traits, Foibles, and Genius of the Break- through Innovators Who Changed the World" by Melissa A. Schilling (PublicAf- fairs Books, $28). When we think of inventors and innovators, "eccentric" often describes them. Schilling explored the eccen- tricities and other characteristics of game-changers (GCs) and found that while "ordinary folks" share many of their traits, they don't think they can, so they don't try. Those who changed the game believed they could do it and did. Here are some highlights: Questioning and confidence — While the rules of math and physics are immutable, the rules made by men are not. By constantly questioning the conven- tional, GCs fixated on change. "Why not?" and "What's Next?" drove them. Elon Musk created his first computer game when he was 10. He saw the business-to-consumer and business-to- business potential of the internet and created (with help) Zip2 (city guides) and PayPal. He sold his interest in those and created Tesla, SpaceX (on Feb. 7, it launched the world's most power- ful rocket) and Solar City (commercial and residential solar panel installation). Driven by achievement — GCs work on problems until they solve them (i.e. Thomas Edison found over 10,000 ways not to invent the lightbulb). They took on the most challenging tasks often in the face of negative feedback, which only increased their efforts. They see difficulty as "an indicator of opportunity for gain rather than a threat of failure." Their primary moti- vations weren't praise or saying "I told you so" to doubters; intrinsic satisfaction drove them. Work was about "mastering skills, excelling at activities and completing tasks." Always learning — Many of the GCs Schilling researched had difficulty with formal education and were home-schooled or self-taught. They were also readers with a wide range of interests. Elon Musk stated: "I was raised by books. Books, and then my parents." GCs found that reading helps them connect the dots from various sources to flesh out their ideas. In the concluding chapter, Schilling offers advice to man- agers and business owners on using employees' quirkiness to build creative and innovative teams. Jim Pawlak Book Review

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