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Know When to Say When! John Hovey email@example.com 515-229-8989 The Different Generations The Veterans (1922-1943) The Baby Boomers (1943-1960) Generation X (1960-1980) Generation Nexters (1980-2000) Why is it Important? Diversity Work Better Together Motivation Top Line Revenue and Profits Defining Events 1930’s-Great Depression 1940’s-Pearl Harbor, D-day, WWII 1950’s – Korean War, McCarty Hearings 1960’s – Vietnam, Kennedy elected/assassinated, Moon landing Defining Events 1970’s – Women’s Rights Movement, Oil Embargo, Sexual Revolution, Watergate - Nixon 1980’s – Challenger Explosion, Fall of Berlin Wall, John Lennon Shot 1990’s – Desert Storm, Oklahoma City Bombing Early 2000’s – Y2K, 911 The Generations The Veterans Baby Boomers Generation X The Nexters (also Gen Y) The Veterans (1922 - 1943) Core Values (Veterans) Conformity Respect Delayed Reward Hard Work Patience Honor Dedication Characteristics (Veterans) Consistency Conformers Disciplined Families Grand Scale Past – Oriented Conservative History Absorbed On the Job (Veterans) Assets Liabilities Stable Uncomfortable with Detail Oriented Change Thorough Reluctant to Loyal Question the System Hard Working Uncomfortable with Conflict Messages that Motivate (Veterans) Experience is respected Experience is valuable Will be rewarded What Other Generations Say Baby Boomers say” “They’re dictatorial.” “They’re rigid. They need to adapt to change better.” “They’re technological dinosaurs.” What Other Generations Say Gen Xers say: “They’re too set in their ways.” “Jeez, learn how to use your e-mail, dude.” “They’ve got all the money.” What Other Generations Say Nexters say: “They’re trustworthy.” “They are good leaders.” “They are brave.” Baby Boomers (1943 - 1960) Core Values (Boomers) Optimism Personal Growth Teams Youth Personal Work Gratification Involvement Health & Wellness Characteristics (Boomers) Growth & Expansion Moms stayed at home Stars of the show Optimistic Searched souls How They Differ From Veterans Veterans Baby Boomers Followed Rules Refined roles, Loyal equality Disciplined Sought new Played by the relationships rules Instant gratification Changed Rules On the Job (Boomers) Assets Liabilities Service Oriented Not Budget Minded Driven Sensitive Go Extra Mile Self-centered Good at Don’t Like Conflict Relationships Team Players Messages That Motivate (Boomers) Important to Success Valued Contribution is Important How to Motivate (Boomers) Give Personal Approach Public Recognition Reward Hard Work What Other Generations Say Veterans say: “They talk about things that they should keep to themselves.” “They are self-absorbed.” What Other Generations Say Gen Xers say: “They’re self-righteous.” “They’re workaholics.” “They’re too political.” “Lighten up, it’s only a job.” What Other Generations Say Nexters say: “They’re cool. They’re up to date on the music we like.” “They work too much.” Generation X (1960 – 1980) Core Values (X–ers) Diversity Informality Thinking Globally Self-reliance Balance Fun – Good time Techno Literacy Characteristics (X-ers) Sense of Family Skeptical Non-traditional Attached to the sense about time Edge and space Technologically Like informality Savvy Approach to Latch Key Kids authority is casual On the Job (X-ers) Assets: Liabilites Adaptable Impatient Independent Poor People Skills Not intimidated by Inexperienced authority Cynical Creative Messages That Motivate “Do it your way” Newest Hardware & Software Not a lot of rules Choices Recruiting “We want you to have a life.” Merit not longevity Hands off supervision What Other Generations Say Veterans: “They’re not educated.” “They don’t respect experience.” “They don’t follow procedures.” “They don’t know what hard work is.” What Other Generations Say Baby Boomers say” “They’re slackers.” “They are rude and lack social skills.” “They spend too much time on the Internet, e-mail and texting.” “They don’t wait their turn.” How to Motivate X-ers Multi-tasking Constructive Feedback Technology Generation Nexters (1980 – 2000) Core Values (Nexters) Confidence Morality Optimism Street Smarts Civic Duty Diversity Achievement Socialbility On the Job (Nexters) Assets Liabilities Collective Action Need Supervision Optimism and Structure Heroic Spirit Inexperienced Multi-tasking Messages That Motivate (Nexters) Working with bright & creative people. Your boss has been here a long time. What Other Generations Say Veterans say: “They have good manners.” “They are smart.” “They watch too much TV.” What Other Generations Say Baby Boomers say: “They’re cute.” “They need more discipline.” “They can set a VCR clock.” “They need to be able to entertain themselves.” What Other Generations Say Gen X-ers say: “Not another generation of spoiled brats.” How They Look At The World Veterans Boomers Gen X-ers Nexters Outlook Practical Optimistic Skeptical Hopeful Work Dedicated Driven Balanced Determined Ethic View of Respectful Love/Hate Unimpressed Polite Authority Leadership Hierarchy Consensus Competence Pulling by Together Relationsh Personal Personal Reluctant to Inclusive ip Sacrifice Gratification Commit Turnoffs Vulgarity Political Cliché, Hype Promiscuity Incorrectness How Can Managers Adapt? Accommodate Employee Differences Create Workplace Choices Operate from a sophisticated management style Respect competence and initiative Nourish Retention Where’s the Beef! Two Types of Problems Rule Violations (work habits) Performance (quality, quantity) Discipline Can Have Two Implications Punitive Motivate Progressive Dealing Primarily with Poor Work Habits – as determined by severity of the infraction or repetitiveness of one type of rule violation Manager’s Role Not to Punish or Intimidate Develop and Coach Make a Trade Why is it so Difficult to Know When to Say When? Joe Friday – “Just the facts ma’m” Can’t be Disputed Object is not the Employee, but the Behavior Not a Problem Employee, but an Employee with a problem Attitude vs. Behavior Know When When Poor Work Habits/Performance Effect Output Other Employees Violate Rules/Procedures Become Too Annoying or Offensive to Overlook Next Steps Supervisor has to ask themselves if they are prepared and justified per Company policy to take action if employee doesn’t correct Focus on Correcting the Problem rather then focusing on the employee Determine if Corrective Action or Re- training is needed Effective Communication Plan the Discussion Maintain and Promote Self-Esteem Listen and Respond with Understanding Invite and Encourage Help in Solving the Problem Follow-up Coach Describe the Poor Work Habit or Performance Problem in Detail and Why it Concerns You Ask for a Reason and Explanation Indicate the Situation Must Change and Ask for Solutions Discuss Each Idea and Offer Help Agree on a Solution and Establish a Follow-up Date(s) An employee is observed for the first time smoking in a non-smoking area is an example of a poor work habit or poor work performance? What level of discipline be applied? An employee is not able to achieve a certain production standard is an example of poor work habit or poor work performance? What action should be taken?
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