How to lead across generations

Henry says they’re the archetypal “helicopter parents”.

“I used to be called in to help teachers manage Gen Y,” she says. “Now I’m contracted to help teachers manage Gen X parents.”

Gen X often gets overlooked, sandwiched between Gen X and the boomers. But it’s the generation that most welcomes change. “Gen X are the change agents,” Henry says. “They see it as an opportunity to stretch themselves.”

‘Stretching themselves’ is something Gen X does often. “They’re the generation most interested in developing their leadership skills,” Harvey says. To this end, they respect and respond well to effective leaders.

Henry is optimistic about Gen X’s ability to manage Gen Y. She says while many Gen X members hate Gen Y as much as the boomers, they value flexibility as much as their younger co-workers, and are similarly open to change.

Gen Y (1980 to 1995)

Gen Y currently comprises 10% of the workforce, but that figure is likely to hit 30% by 2020.

“We say they have an entitlement mentality and that they haven’t done their time,” Henry says. “But they don’t care. They have way more self-confidence than us anyway.”

As to their ‘entitlement mentality’, Henry says it was created by their parents and the school system. “They got ribbons for coming 7^th in school, and for having nice manners. When [boomers] were growing up, we were expected to have nice manners. They get rewarded for it.”

“Then we put them in the workforce and said ‘it’s going to be different here’.”

Henry says unlike many of the generations before them, Gen Y act the same both at home and work. “They call the boomers two-faced,” she says. “For them work is just part of their lives. Don’t expect them to change while they’re there.”

How do they deal with change? Harvey says the preoccupation itself bemuses them.

“They say, ‘Why do old people keep talking about change? Change happens all the time’.”

Henry says she often wants to call them Generation WHY. “It’s their favourite word!” This is often misinterpreted as challenging authority, but they genuinely want to know. “They’re just seeking understanding.”

To motivate Gen Y, it’s important to be an inspirational leader who’s willing to explain why things are the way they are.

Gen Z (1996 to 2010):

Gen Z is not in the workplace yet. “But if you thought Gen Y was hard to manage, wait till you see Gen Z,” Henry says.

“Gen Z are the digital natives. They grew up in the era of globalisation, so they don’t see the same barriers to culture and race that older people do.

“And they grew up in a post 9/11 world. They don’t know the Berlin Wall, or the Cold War.

“They’ve grown up in recession – but they’ve been protected by their parents. They’re the western world’s little emperors. They’ve never been allowed to play outside.”

Henry says this means they’re not used to being criticised, which will make it a challenge for leaders to give them feedback.

“Boomers hate giving and receiving feedback anyway,” Harvey says, meaning it’ll be even more difficult for them to manage Gen Z.