[Fredslist] Workplace Inter-Generational Relations e-tip - June

Fri Jun 17 09:12:51 EDT 2005

Welcome to

Phyllis Weiss Haserot's
INTER-GENERATIONAL RELATIONS E-TIP

June 2005

WHEN THE OLDER GENERATION REPORTS TO THE YOUNGER ONE

One of the stickiest issues in the workplace these days is the phenomenon of older professionals and workers in general with "bosses" who are considerably younger than they are. Given human nature, these relationships - without even considering the personalities - are ripe for tension from the outset. Since professionals are educated to find fault (to identify problems so they can fix them), unless there is an early foundation of understanding and respect set in place, the outlook for smooth working relationships is questionable at best.

Here are a few illuminating statistics on the aging workforce from the U.S. Bureau of Labor Statistics and the American Association of Retired Persons:

- By 2012, a 49% increase in workers age 55+ is forecast.

- 80% of workers plan to work past age 65.

- 16 % of workers now report to younger bosses.

As seen in such films as "In Good Company," there is a trend toward older bosses retiring while other Baby Boomers stay in the workforce for a longer time than perhaps expected. Meanwhile computer-savvy MBAs and others in their 30s are leapfroging people with decades more experience. Often the younger ones don't think they are being taken seriously enough, and the older ones resent that their experience and judgment is not valued and appreciated enough.

AGE DIVERSITY; SKILL DIVERSITY

Many boomer and older generation professionals and executives may be at a disadvantage as far as technology skills are concerned, but given the requirements for continuing professional education, they have to keep up with knowledge in their fields. Continuing education combined with experience and maturity in dealing with a range of situations and people gives them a distinct advantage. And more and more are, and will be, pretty tech savvy if not as quick as the young to adopt technological innovations and upgrades.

No doubt we will see more of these "upside down" reporting relationships as older professionals choose to continue in their careers, either part-time or in an altered status. So how can each learn to show more respect and earn credibility?

Each generation needs to come to their cross-over working relationships with as few pre-conceived notions about older or younger people as they can sweep their minds of. People are people, and they could have more in common with those of similar behavioral styles but different ages than they think if they come to the situation with an open mind.

Go for their strengths, and help them identify their strengths and build on them. Younger managers can tap into their older teammates' experience and will get their attention and cooperation if they show respect, act to earn respect, listen and communicate directly. Discuss new and different approaches in a non-threatening way. Understand that an important incentive for Boomers is their value set, particularly that being productive members of society is a good thing, and they want to continue to contribute.

For their part, older professionals and executives need to be diplomatic in how they communicate their criticism, take on a mentoring role, and be open to new ways of doing things rather than thinking you've been there, done that and know the best way and a dozen reasons why a new approach won't work. And very important, though technology is not the answer to everything and poses its own issues by often hindering personal interaction and tying people to an "electronic leash," it enables valuable productivity and creativity that produces better, cheaper solutions for clients. Try to get comfortable with and appreciate it and how the younger generations have integrated it into their lives.

These adjustments take some time, pre-conceived attitude change, and a commitment to making it work. It can, and it has. Even in family businesses we see examples of parents working successfully for their children - side-stepping or overcoming a double whammy.

Please share some of your stories of older professionals or executives reporting to younger  ones

._________________________________________________________________________________

If you think my e-Alerts and e-Tips address significant issues requiring serious attention, please forward them to everyone you think would be interested, and give me their e-mail addresses so they can received a subscription directly. 

For training, coaching and special programs on inter-generational relations and maximizing the potential of young professionals, call Phyllis for an exploratory talk or complimentary coaching session at 212-593-1549. See www.pdcounsel.com/nextgen.html and www.pdcounsel.com/about.html Now we offer compelling programs and transition planning services for senior professionals too.

_________________________________________________________________________________

Please send me your thoughts, experiences, and questions. What is your most challenging inter-generational issue? What most urgently needs resolving? What strategies have you seen work best?

Thank you in advance for your thoughts.

Phyllis

To be put on the list for a complimentary subscription to this e-Alert, send an e-mail to pwhaserot at pdcounsel.com with "Inter-Generational Relations" in the subject line. 

Phyllis Weiss Haserot
Practice Development Counsel
Consulting/Coach to the Next Generation
Creator of *Coach-for-the-Coach* and *The Flexible Firm*

60 Sutton Place South, New York, NY 10022
Voice: 212-593-1549
Fax: 212-980-7940
pwhaserot at pdcounsel.com 
please visit: www.pdcounsel.com
-------------- next part --------------
An HTML attachment was scrubbed...
URL: http://www.gothamnetworking.com/pipermail/fredslist/attachments/20050617/a87b4c5b/attachment-0001.html