Managing a team of diverse individuals is one of the toughest obstacles for representatives of companies. On top of the fact that it is oftentimes difficult to get any two strangers to work successfully with each other in the office, sometimes the millennial generation and baby boomers can appear to have completely contradicting mindsets, goals, and attitudes toward work ethic – and many more differences. With a growing number of younger individuals in all industries combined with a large percentage of baby boomer presence due to their later retirement rates, administrators cannot neglect this problem as the two generations begin to occupy the workforce simultaneously. If they do, they face lower quality output and performance rates, as well as reduced income.
Without a doubt, the gap between generations born between years 81’ and 96’ (which roughly encompasses the millennial generation) and those from 1965 to 1980 (the baby boomer generation) is highly evident in their observable attitudes and characteristics in the workplace. The former has been shown to value the short term, deriving satisfaction from instant benefits and usually anticipating swift promotions. They strive to conserve nature, to pursue a renewable and environmental-friendly lifestyle, and generally expect more appreciation and involvement in the workplace while seeking a balanced work and personal life – a trait not often seen in previous generations.
To contrast this, the latter baby boomer generation is known to embody a more conservative attitude towards employment. They seem to have a deeper sense of loyalty to their work, with optimistic, consistent priorities and a solid grasp on their long-term goals. These individuals are often times less susceptible environmental changes, and are less prone to making counter-productive mistakes and lifestyle malfunctions as they are shown to be more patient in waiting for promotions and require less feedback compared to the younger generation. These diverse viewpoints present possible threats to an efficient workplace environment as career requirements and criteria among both demographics clash with each other. It’s up to leaders to establish common ground between these differences, and to adapt to (as well as overcome) the generational gap.
Generally speaking, much of the interpersonal disparities among members of various age groups are due to the environmental and cultural influences that they are a product of. The older generation witnessed the era of company loyalty not only being rewarded, but being a staple of any (and all) industries. On the other hand, millennials tend to be more opportunistic and fluid with their careers. To this age group, shifting between different employments and livelihoods is less of an issue compared to maintaining a certain lifestyle or balance between lifestyles. However, millennials tend to respond better to companies that embody the same beliefs and morals that resonate with their own, and are often times more than willing to fully dedicate themselves to a cause that they themselves stand for in line with the company that they work for. This particular preference for an aligned agenda is another example of a trait that hasn’t been observed in generations that came before.
A masterfully-crafted book by a talented author and stage play/film scriptwriter named Carol Wilson-Mack covers this topic in a different context – that of God-fearing women in 1939 – 1959 rural South Carolina who share a passion for quilting. The novel titled Patchwork by Wilson-Mack encourages the necessary conversation that needs to be had among elders and youth – a relevant way to bridge the gap by sharing helpful and meaningful experience between each other – learning from one another rather than pulling each other down.
Any two individuals who were conceived and lived at around the same time can possess very different attitudes, talents, strengths, and weaknesses – and this can be said about any two people from any age group or generational bracket. This is why it’s important to see the toxicity and counter-productiveness of generalizing and stereotyping in the workplace – it’s just inaccurate (and unwise) to assume. Often times, these two age groups have comparable life experiences and behavioral patterns as well as similar cultural influences and upbringings – and usually, this is where differences and contradiction between the two may arise, but on the other hand, this also serves as a vessel for the two groups to relate to and learn from each other. So what can we derive from this? Possibly, there just might not be a gap at all, and it could just be society’s pre-conceived ideals and stereotypes that hinder the highly-achievable collaboration among varying age groups in all industries. With this being said, it’s safe to conclude that cohesiveness can be achieved by celebrating the similarities, acknowledging the differences, and embodying a mutual, universal respect for people of all ages in the workplace and beyond.
Oliver’s Twist 