Generation gap communication gap: dealing with workplace challenges: managers in the 21st century have become--like it or not--pioneers in workplace leadership, managing four generations of employees. This article contains profiles of the four generations of the workforce, tips on how to train them, motivate them and communicate with them.

Mary, 45, a property manager, is having difficulty communicating with, much less motivating, her recently hired leasing professional, Shannon, 27, who after six months at the profession seems to be lacking her original drive. Shannon, who believed she land met all goals set by Mary, wonders why her boss continues to hover around her while she works. Eugene, 58, head maintenance supervisor, can't seem to effectively train his lead technician Brandon, 38, on repairing the parking lot surface. Eugene is worried that Brandons commitment appears to be lacking. On the other hand, Brandon's assistant David, 22, respectfully engages in discussion with Eugene about the profession and seeks tips and advice on many assignments.

And Rosemary, 49, a regional vice president, cannot understand why her office manager; Stephanie, 30, is not willing to work a nine-hour shift every weekday and won't commit to agreeing to check-in for messages for just one hour each Saturday.

Effective management is more than asserting power through seniority, offering deserved praise and inspiring incentives or finding the resume that best matches the job description.

In his book, Generations at Work (AMACOM, New York, 2000), Ron Zemke examines the differences between four generations now in the workforce. As excerpted here, he advises on understanding the way members of each generation thinks, learns and relates to others.

In the multifamily housing industry, learning to accept and adapt to a staff that varies in age and generation is paramount to creating a successful operation that has limited turnover and is represented by hard-working, happy people who are pleased Io get the job done.

Nan Cavarretta, of Apartment Finder; Virginia Tech professor Rosemary Carucci Goss, Ph.D., and Pat Patterson, Senior Outlook, presented "Our Changing World: Working with Multiple Generations" at NAA's Education Conference & Exposition in June 2003. Their presentation, based on Zemke's book, gave light to multiple generations in the multifamily

housing industry.

For the first time in history, corporate managers are working with four distinct and very different generations of employees--Veterans (born before 1945), Boomer's (born 1945-1964), Gen Xers (born 1965-1978) and Millennials (born 1979-2000). Each generation is motivated quite differently, aspires to different personal and professional goals, and interprets accepted business practices and business etiquette in drastically diverse fashion.

It can get pretty complex--and pretty ugly, as well. One-size-fits all management styles have never been less fitting. Today, it is critical to be able to unleash the awesome power of ages in the workplace.

Managers in the 21st century have become--like it or not--pioneers in workplace leadership. Everyone in the workplace is pioneering new territory, facing first-time-ever challenges, and enjoying the prospects of greater potential in performance, productivity and creativity than ever before.

This article contains profiles of the four generations of the workforce, tips on how to train them, motivate them and communicate with them.

Butting Heads

Perhaps the most crucial collaboration on the job is that which involves Baby Boomers and Gen Xers. It features the most popukius generation (Baby Boomers) with the one making the most in-roads into today's workplace (Generation X).

The X Generation consists of significantly fewer people than the generation before it. While Boomers were topping the population charts the birth rate climbed above 4 million per year for most of the Boom's two-decade run--Xers were the inevitable birthing recession after the boom, with a low in 1976 when only 3.2 billion babies were born. That's 76 million Boomers vs. 51 million Xers.

That defines a numbers gap. As for a communication gap, when managing a team of bright, enthusiastic Gen Xers, a supervisor must know how to provide direction without putting out their fire, according to Zemke, also a workplace consultant and editor of TRAINING magazine.

"Gen X management trainees, unlike their Boomer predecessors, place a high value on a predictable advancement path and potential," Zemke wrote. "They do not equate hard work with job security. They've seen the fallacy in that claim and want the future spelled out before they put shoulder to grindstone.

"The Boomers--those age 40-something--grew up with the notion that they were the be-all, end-all; that they were the greatest generation.

"What is needed is a means for the Boomers to develop empathy, to understand that the X Generation has a valid perspective that is neither better nor worse, simply different. A training program that educates managers about their younger colleagues is a reasonable option."

"There is the impression that when you classify your workers as having certain characteristics, you are stereotyping them but you are not," said Nan Cavarretta in the presentation.

"You are identifying their traits and managing them accordingly. The important thing from a manager's point of view is being willing to understand that there are differences in attitudes among generations. You have to know who you are talking to. A lot of it depends on the age of the person's parents. That is your first clue as to what category a certain employee might fall in," said Cavarretta.

Zemke suggested that Boomers "work with your Gen Xers to create a picture of what you want to accomplish together. Then, chunk that vision down into doable, tangible, results-producing steps. Build in milestones mad celebrate when you reach them. Give individuals mad the team a lot of positive feedback about their creativity. Make certain that you are genuinely validating their ideas mad accomplishments while continuing to assist them in laying down 'doable tracks' that get results."

He wrote that one successful manager in this situation said her staff "craves direction, as long as it is 'general' and 'high level.'" Her staff seems to disdain micromanagement every bit as much as their cohorts in other industries. Once she has given her people the high points, she lets them come up with the specifics. Together, they schedule checkpoints, reporting methods and project reviews.

"If the status report does not meet her expectations, she avoids 'telling the people what to do.' Instead, 'she uses questions: What can I do to help? Where are the problems? What do you need in order to get this done?" She said she feels it is her job to give them what they ask for ... to let them know she's behind them ... to give them confidence, support and feedback."

Zemke wrote that the quintessential Boomer manager--single morn, history of 50- or 60-hour work weeks, hooked on lattes--must give Gen Xers feedback in a way that both sides understand.

Some Boomer managers say that sometimes when they give feedback, it is perceived as micromanaging, which is unproductive for both parties and creates animosity rather than teamwork and success.

One common fault, Zemke wrote is that this feedback is based on "the Boomer's goals and what they picture is a good performance, rather than on a common picture that has been developed mutually. Developing a shared set of goals requires a substantial amount of time, but it is well worth it in the long run."

He wrote that working individually with each employee to develop a career map for them is the best approach. "Decide together what excellent performance in their current role will look and sound like, listing as specifically as you can the way they want to perform [specific] functions such as writing reports, delivering customer service and meeting deadlines," according to Zemke.

"In the best and brightest intergenerational companies, over-communication is the rule," wrote Zemke. "These organizations are rife with ad hoc small group discussions, generationally integrated staff meetings, e-mail messages and water cooler chats, conversation rich with talk about differing viewpoints and perspectives on vital issues of the day.

"Unfortunately, many organizations continue to stagger along amidst the wreckage of intergenerational warfare with constant passive-aggressive verbal attacks and veiled accusations, just hoping the problems will somehow take care of themselves. Generationally savvy organizations value the differences between people and look at the differences as strengths.

"Most generationally friendly (GF) companies treat their employees as they do their customers. They are learning all about them, working to meet their specific needs. GF companies allow the workplace to shape itself around the work being done, the customers being served, and the people who work there. GF supervisors tend to be more direct in their communication. They assume the best of their people."

How to Recruit

When Recruiting Veterans

Hiring managers must:

* Be patient with their learning curve. Once they've got it, they've really got it.

* Provide lots of flexibility in scheduling. Part-time work is great for them, and most already have their health and retirement plans in place.

* Play up the leader of the organization as a person of integrity, one who wants the whole enterprise to excel together. These workers like to be a part of a company that is striving to be No. 1.

When Recruiting Boomers

* Show then] how they can be one of the stars in your organization. Boomers use their jobs to prove their worthiness.

* Demonstrate respect for their experience and achievement.

* Speak to the "status markers" included with the job, such as a fancy title or airline seat upgrades.

* Emphasize that the company shows warmth and is caring, trustworthy and values friendship.

When Recruiting Gen Xers

* Stress that your organization is not like all the others and that it does things differently and that all good ideas will be heard, regardless of seniority, title or age.

* Institute casual dress and "fun" activities planned throughout the year

* Make sure staff has Internet access and up-to-date technology.

* Make sum the Gen Xem understand there is room for advancement within the company--across, if not up.

When Recruiting Millennials

* Be tolerant of Swiss-cheese scheduling: an hour or two here, a half-day there

* Offer employee discounts.

* Emphasize that they will be assigned an older mentor.

* Offer student internships and get revolved in high-school career days and send recruiters to job fairs.

Training: Lessons on Giving Lessons

Each generation has its own preferred learning style when it comes to training.

Veterans Love a 'Classroom'

Zemke writes that "Veterans respond well to a traditional classroom environment and to lectures and presentations given by topic experts. They respond best to language that is logical and non-emotional, and to information that is organized, well researched and supported by facts, figures, details and exam pies. This cohort does not like to be in learning situations in which they might be made to look foolish in front of the group because, they don't know the answer or handle a hypothetical situation 'right.' Training materials should be printed in a font that is easily read by '60-ish eves' and in a format that is simple and easy to follow. On-the-job training works well with this generation when it is respectful, non-threatening "and risk free. Veterans like their information in summary form.

Boomers Seek Format That Is Easy to Scan

"Because part of their generational personality consists of a value for lifelong learning and because they see education and development as a amahs to climbing the ladder, Boomers respond well to a variety of training formats. Their predilection for teams is accommodated by training seminars and workshops, particularly when they include team-building opportunities. They like books, videos, self-help guides and audiotapes they can listen to on morning and evening commutes. In the training room. Boomers enjoy a more casual environment than Veterans, and they prefer a more participatory, interactive format. For some reason, though, Boomers as a group do not respond well to role-playing, albeit engaging and practical.

"Training materials aimed al Boomers should be in [a format that is easy to scan] so that the reader can glance at a page or section and see what it's all about. The material should include plenty of information.

"Boomers see information as a reward, and they are always looking for new ways to 'win' On the job. They like their information to be well organized, so that they can delve into an area and get more information if they am interested. The Interact. USA Today and People magazine are Boomer favorites.

Gen Xers Thrive With Role Playing 

"Statistically, Xers do not read as much, so they are far less likely to visit the self-help section of the bookstore to develop a new skill or increase their knowledge of a topic. On the other hand. Gen Xers are far more comfortable than the other two generations teaming from a computer. "Many of the most successful computer game companies are now hauling in the big bucks by developing computer programs that teach employees everything from accounting to zero-based budgeting.

"Whereas the Boomers avoid role playing like the plague, trainers in a variety of industries tell us they cannot build enough role-playing for their Gen-X learners, who appreciate the opportunity to practice their skills and get feedback and coaching on the spot. "Xers want their information organized in such a way that they can sample it. Because they learn by doing, they prefer the most interactive and participatory of materials.

"Printed materials appeal to this generation when each page has a lot going on: think Spin magazine, where graphics. type, sidebars, headlines, subheads, cartoons and other items compete visually for the reader's attention. Xers claim this format stimulates, not confuses, their learning, and it taps into their capacity for "multitasking."

Millennials Prefer a Highly Interactive Environment

"Because Generation Next has already begun to join your industry, you're doing the right thing by gearing your training to meet their needs and preferences.

When designing training for this new generation of employees. keep in mind that they read more than the generation ahead of them.

They are used to learning in a highly interactive way. If you went to school in classrooms where kids sat in straight rows of orderly desks and you've been assuming that picture still exists, think again. Kids spend a lot of time working on projects in teams. To the proverbial "man from Mars," today's classroom looks like barely contained chaos.

The younger the employee, the more likely they will ask for role-playing forms of training.

The Millennials will make Gen Xers look like technological dinosaurs.

RELATED ARTICLE: Who are you? Generation profiles.

Is there any wonder that with such diverse attitudes in the workplace today management has become such a challenge? Each generation carries with it unique workplace values. Following are simple descriptions of the attitudes of the four generations.

The Matures (aka Veterans; Born prior to 1945)

* Produce quality day in and day out as a rule, not an exception.

* Possess superb social and interpersonal communication skills.

* Do what they need to do to get the job done.

* Respect, understand and obey the rules.

* Treat authority figures with deference and respect.

The Baby Boomers (Born 1945-64)

* Work long and hard--hours worked are more important than volume of work completed.

* Compete with their peers and when they win they want visible and tangible results--plaques, trophies, diplomas, etc.

* Place an internal value on their work ethic and believe this success has been or will be a result of their work ethic.

* Strong believers in personal development--"internal growth" will make them more competitive.

* Their work is a large part of their personal identity.

Generation X (Born 1965-1978)

* Believe productivity should be a determinant for success, not hours in the office.

* Eschew the traditional reward systems (bonuses, plaques, trophies) in favor of time off for work well done.

* In the workplace they show loyalty to a person vs. loyalty to the company.

* Expect to have several more jobs, even ff the current conditions at their employer are good.

* Believe the 40-hour workweek is an anachronism of previous era. They ask, "What does it matter how long I work or from where I work as long as I get the job done?"

Millennials (Born 1976-2000)

* Their job is not a calling or devotion; it is simply a means of earning an income today.

* Enter the workplace with lofty personal ambitions but no real plan on how to achieve them.

* Seek consistent interaction and feedback from their boss.

* Work well in groups, but true teamwork is hard to find.

* Show an entrepreneurial desire in the workplace--they are determined to find new ways of doing things whether new ways are needed or not.

Cam Marston is an author and speaker on the subject of generational issues in the workplace. His generational expertise includes management, motivation, retention, recruiting, and sales. His first book, Managing Across the Generational Divide, will be published this spring. Learn more at www.marstoncomm.com.

RELATED ARTICLE: Can boomers keep up their torrid pace at work?

At age 50-something, Boomers "seem to be changing their work ethic: drawing the line on weekend hours, early morning meetings and challenging deadlines. Companies thought they could count oil Boomers to pitch in and do the right midnight-oil thing when needed, but we're finding it increasingly difficult to get them to say "yes." What gives?

The Boomers' work habits are finally catching up with them. The Boomers, along with growing corporate pressure to produce more, faster and with fewer resources, are primarily to blame. They entered a highly competitive job market and have had to compete with their 76 million cohorts for the good jobs.

Add to the equation that they've depended on their professional lives to cream their personal identity and you have created a group of driven, stressed-out. overworked people. As the oldest Boomers prepare to turn 60, watch their parents die, witness heart attacks and strokes among those in their own age group, and prepare to move into elder-hood, they're questioning their decision to work themselves like oxen. After all, their parents on their deathbeds have not said.

"Why oh why did I not work more hours?"

The Boomer women, too, decided years ago to "go for the gold" at work, while continuing to be the primary person at home in charge of the children, the housekeeping, and the kitchen. On reflection, they are saying, "Enough is too much." For once, Boomers are realizing that there really is life beyond work. It's tune to stop thinking of employees as disposable lighters: Burn them until the fire runs out then toss them and find another.

--Ron Zemke

Paul R. Bergeron III is NAA's Director of Communications. HE can be contacted at [e-mail].