Gen X work ethic isn't all that different from others

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Surveys of baby-boomer managers reveal that Generation X employees are widely perceived as lazy, disloyal, short on attention span, and arrogant. And since I hear frequent criticism of this group of workers, I set out to find some research that would either support the critics or debunk the slacker myth. What I found was a little of both. As with any generation, it is impossible to generalize and unfair to stereotype. The conclusion I've reached is that the way we choose to interpret and judge Generation Xer's behaviors will determine how well we can hire them, retain them and motivate them.

In his book Managing Generation X (Merritt Publishing, 1996), Bruce Tulgan disagrees with the critics, "For every element of slacker myth, there is a flip side" he says. For example, regarding young people being "lazy," in a Reader's Digest survey of 1,050 American's, 74 percent of Xer's agreed with the statement: "Hard work is the key to getting ahead." (Just 66 percent of respondents age 49 to 62 felt that way).

Another belief is that they are disloyal. Yet, they have seen company loyalty shaken to the core during the last ten years of downsizing. They tend to value "self-building" jobs that contribute to their marketability. And with regard to "arrogance," some would argue that they are self-reliant.
As latchkey kids, they learned early on how to solve problems on their own. And the criticism of having a short attention span comes no doubt from the environment they've been in since birth: Sesame Street, MTV, pagers, microwaves, computer games.

Recently, a woman commented during a presentation I was giving on the subject, "I'm 57 and this is a lot like the generation gap between the hippies and the WWII generation." So true- and there is much to be gained by both groups meeting somewhere in the middle. Let's take a look at how they would like to be managed (In fact, it's how most people would like to be managed!):

Grow them.
Recognize that they see companies as places to grow, not places to grow old. They see themselves as free agents in the career market place. They recognize that the generation before them struggled for the brass ring only to get the boot. They know there is no job security and they don't expect employment for life but they do expect the company to help them stay marketable.

Set clear expectations with parameters.
They excel at innovative solutions but need clear goals and deadlines. Generally speaking, they are inexperienced in the realities of organizational life. In many cases, they may not have had much structure in their personal or professional lives and will benefit from some mentoring.

Don't micromanage them.
This group balks at a manger who doesn't tell them the big picture but peers over their shoulders pointing out everything that they've done wrong. They will bristle and bolt.

Point out how their work is connected to the big picture. If you say "Jump" they aren't likely to say "How high?" Instead they are going to ask "Why?" In order to feel connected to the enterprise, they want to know how they belong. Coach to their goals. This group wants to know
"What's in it for me?"

Establish flexible policies.
I recently spoke to a CEO who said, "I have a Generation Xer who wears blue jeans and an earring in my conservative company. He's so valuable headhunters are after him. He turned down the promotion and raise I offered him. All he wanted was a month sabbatical. He's so valuable I agreed. But the deal is he has to train a replacement before he goes. That way, we both win."

Create a fun sense of community at work.
This group of young adults seems to want the sense of belonging they may not have experienced at home or in the community in which they live. In addition, they are an altruistic group who enjoys volunteering their time to the community. Engage them in work-related and community-related events.

Listen and care about them first-- give them face time.
For many, who tend to be cynics and who distrust institutions, the only way trust will be built is by delivering on your promises, spending time with them and commitment to them as individuals.

Involve them --include them in frequent meetings/huddles.
This accomplishes several things: it helps them to stay informed and connected and it challenges them to solve problems. It also conveys that their ideas are important and respected.

Give them new projects that require fresh skills.
This group doesn't put much stock in "earning your stripes before we give you a bigger project." They are skeptical of the value of earning stripes at all. For instance, they don't trust that they will be with an organization long enough to get stripes. Obviously, in many cases, earning some stripes is a requirement, so explaining the path and creating an action plan toward the goal will give them a track to run on. A wise manager will allow them to get their feet wet without letting them get in over their heads.

Encourage lateral moves so they can assume more responsibility faster.
This group tends to thrive on change and challenge. They will be growing at the same time they are contributing. Some companies are beginning aggressive rotational programs and there are plenty of recruits waiting to get in.

Be sensitive to their need for balance.
For many, work is not the central thing in their lives. Many of them are still going to school, caring for younger siblings, raising children and/or helping to run a household. They've seen the price the supermoms and others paid and many aren't willing to pay it.

Does this just look like good leadership to you? It does to me, too. This generation is challenging all managers to be better leaders. In the end it will help all of us.

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