Managing the Generation Mix, 2nd Edition (Manager's Pocket Guide Series)

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Managing the Generation Mix, 2nd Edition (Manager's Pocket Guide Series)
Carolyn A. Martin,Bruce Tulgan | 2006-09-01 00:00:00 | HRD Press, Inc. | 235 | Management
Roll up your sleeves and learn how to be a great "Gen Mix" manager Managing the Generation Mix, Second Edition From Urgency to Opportunity By Bruce Tulgan The workplace is changing. Powerful demographic forces are underway causing a generational shift. If you re managing a mix of employees of all ages - from teens to retirees - and finding it takes more time and skill than ever before, welcome to the revolution. The latest edition of Managing the Generation Mix is full of insight and advice for tackling the age-related challenges you face every day and maximizing the strengths of your age-diverse team members, including: · Generation Y (born 1978-1989) hires who inform you of the 17 things your company is doing wrong · Generation X (born 1965-1977) employees who aren t willing to commit the time to the job · Baby Boomers (born 1946-1964) who have trouble being flexible · The Schwarzkopf Generation (born before 1946) who don t want to learn technology In 12 chapters, author Bruce Tulgan examines in-depth how to redefine the manager-employee relationship to achieve one major goal: Getting the best results for your organization while addressing the needs and demands of individual contributors. You ll learn: · Who's in your generation mix today and what you can expect of them · How to adjust your communication style to fit people who prefer instant messaging and e-mail to face-to-face exchanges · How to mine the riches in older, seasoned employees · Managing people old enough to be your parents - or grandparents · Teaching teens how to serve your customers
Reviews
In Managing the Generation Mix, Bruce Tulgan and Carolyn Martin begin their book on generational differences in the typical manner by defining the names and characteristics of each generational cohort. Their categorization of the four generations is:



Generation Y - (born 1978 - 1989)

Generation X - (born 1965 - 1977)

Baby Boomers - (born 1946 - 1964)

The Schwarzkopf Generation - (born before 1946)



Tulgan and Martin gave the oldest generations their label in honor of General Norman Schwarzkopf, commander of the allied forces in Operation Desert Shield/Storm. General Schwarzkopf's view of management can be condensed into two rules:

1. When in command, take charge

2. When in doubt, do what's right

The author's felt that the "take charge" and "do what's right" attitude aptly describe the oldest generation in the workplace today.



The first four chapters of the book are dedicated to defining and describing the unique characteristics of each generational cohort. Within each chapter is a section devoted to helping leaders understand how to manage that particular cohort which includes some very practical tips and guidelines.



The next chapter of the book titled "Bridging the Generational (Mis)Understanding Gap" lays the groundwork for an actual training exercise that the author's claim will "start to clear the air and help each generation acknowledge the strengths and contributions each makes to the workplace". This 2 to 3 hour exercise has participants:

1. Create a profile of their generation's characteristics, values, and contributions to the organization.

2. Share their perceptions of the characteristics, values, and contributions of other generations.

3. Validate the uniqueness of all generations and the contributions each makes to the team.

4. Raise awareness of what each generation can learn from and teach others.



The second section of the book describes what it takes to become a great "Gen Mix Manager". The author's suggest that manager's need to master three basic skill sets: focus, communication, and customization. Of the three, I feel that customization is the area that many leaders fail to appreciate and practice. Key to managing a multi-generational workplace is the ability to individualize interactions with employees. Managers must recognize that every employee is motivated differently and what drives one employee to the highest productivity level will not be as effective with another employee.



The final section of the book discusses four multi-generational challenges that the author's feel are of critical importance.

1. Retaining the wisdom, knowledge, and expertise of retiring Schwarzkopf's and Baby Boomers.

2. Overcoming the midlevel leadership crisis by building Gen X and Y bench strength.

3. Helping young leaders manage workers old enough to be their parents or grandparents.

4. Teaching teens to become customer service experts adept at maintaining customer loyalty.



The author's conclude by encouraging leaders to be true "Gen Mixers", "employees that no matter what the age bring their enthusiasm, talents, skills, expertise, wisdom, and voracious desire to learn and to teach". This last sentence is probably the most important of the entire book. It is a reminder that no matter what our age we should be willing to teach and open to learning from anyone that has knowledge we do not have. It does not matter if they are 40 years our junior or 40 years our senior. The 21st workplace is unlike any other work environment in history. Each generational perspective and knowledge when combined has the potential to raise an organization to a level of unparalleled excellence and heightened competiveness, if properly managed.


Reviews
This book is an excellent, up to date view on the generation mix in the workforce. Mr. Tulgan gives a refreshing view on the what is "really" going on in the workplace. There are so many books on generations in the workplace theory and they all say the same thing. Finally, Mr. Tulgan has broke that mold and given some refreshing, up to date views.

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