Making Each Generation Feel Like They Matter Matters to Results

Making Each Generation Feel Like They Matter

A couple of months ago, I discussed how generational diversity creates a healthy workplace positioned for reaching diverse target markets as well as the challenges it poses for creating engagement. In addition to providing some tactics for ensuring that a variety of voices are heard in a meaningful way, I introduced you to Anna Liotta, who literally wrote the book on GENERATIONAL CODES ™.

She has studied generational dynamics for 25-plus years and helped businesses like Intel, Wells Fargo, Microsoft, Amazon, the PGA, NBA, and United Way decipher and apply those codes to engage and retain talent that delivers exceptional results. According to rave reviews, her presentation “Breaking Generational Codes” at last month’s Business Leaders Breakfast Forum transformed perceptions about generations into positive actions.

So here is an abbreviated recap (minus the amusing personal anecdotes) that will help you create an inclusive multi-generational experience to help your organization improve recruiting, onboarding, retention, and feedback.

Shaping a generation

So how does a generation develop? Between the ages of seven and 25, our brains create logic from watching what’s going on around us. Anna explained that events generate emotional responses that create an imprint, citing sociologist Morris Massey’s theory of “who you are is what you were when”—in other words, how a person’s character, values, beliefs, motivators, and behaviors are largely shaped by their early experiences and values. In other words, common sense isn’t at all “common” when we all have different frames of reference.

Deciphering workplace codes
Anna shared her extensive knowledge of each generation’s preferences and behaviors to help us adapt communication and leadership styles that foster engagement among all of them. Her motto—Stay curious, not furious about codes—refers to understanding individuals instead of being frustrated with their different perspectives.

For instance, when selling to GenX, it’s important to show value first, then provide supporting details. “Be brief, be brilliant, be gone,” she said. “Small talk stops at 1 minute, 27 seconds.”

Baby Boomers are all about establishing connections based on self-expression. Millennials value collaboration, team unity, and a variety of experiences where they can contribute their greatness.

• Traditionalists: Having emerged from the depression and WWII, they were grateful for work and earning a living. In exchange for being loyal to their employer, they expected their company. The gold watch bunch.
• Baby Boomers: Their loyalty to their employer was strategic as they learned the company rules in order to navigate the organization’s ladder. In light of their mantra “You can’t trust anyone over 30”, they think of themselves as forever young.
• Gen Xers: They saw how hard their parents worked to climb the corporate ladder while complaining about their bosses. During the 1980’s recession, they learned that organizations aren’t loyal to employees. As a result, this first generation of latch-key kids are “free agents” who work hard and are ready to move their skill sets where needed and appreciated.
• Millennials (Gen Y): The first e-generation focuses on assembling a portfolio of skills that broaden opportunities and is passionate about applying their talents where their superpowers are needed.
• Gen Z: Having been overprotected by Gen X parents who compensated for being latch-key kids themselves, they weren’t taught how to handle life tasks. They see themselves as influencers and are fulfilled by seeing how their work impacts others.

She presented a glimpse into the next generation—Gen Alpha—who are spectators and successful creators, some of whom have a net worth upward of 100 million dollars and growing. How do you think they’ll fit into the workplace?

Leadership experience by generation
Traditionalists had a “boss” who ran the show.
Boomers had a “manager” to optimize performance.
Gen X has a “coach” to focus on the whole person.
Millennials have mentors who cheer them on.
Gen Z has a guide who is on their side, provides feedback/approval, and helps them develop critical thinking.

Curious, not furious
Liotta’s secret sauce in successfully managing generational diversity is being “curious, not furious”. It’s about framing questions that engage the whole person. Our world is changing at a pace our brains can’t keep up with. Infusing the high-tech with high-touch dialogue is the antidote for unlocking collective wisdom and talent.

To this end, all leaders in the organization who are responsible for managing others must focus on being curious. We need to understand how our own codes can foster negative reactions like impatience, anger, and other emotions that get in the way of meaningful dialogue.

New kids on the block
The newest addition to the workplace—and fastest growing segment—Gen Z’s tech savvy and capacity to innovate are mega influencers. Like Greta Thunberg, they value social consciousness, so it’s important for them to know how the organizations they’re affiliated with impact the world.

Having experienced various forms of uncertainty (COVID 19, George Floyd’s murder, global racial justice protests, reproductive rights, climate strikes, mental health conversations, Black Lives Matter, #metoo, anti-bullying), they crave a more psychologically safe and certain workspace—that will entice them to stay and play longer. Note: a surprising 65% of “Gen Doomers” are currently on some form of medication to help balance mood and mental stability.

Bombarded by media 24/7 (school and parents’ computers and smartphones in their pocket shouting at them all the time), this “anxious generation became addicted to a steady stream of serotonin and adrenaline.

Social media, a front-facing camera, and gaming lured them into a two-dimensional world where they relished the power to create content. They grew to prefer the illusion of filters over anxiety-producing reality.

These worldwide trends and the pervasiveness of social media have driven a mental health crisis. People are incredibly isolated in 2-D worlds. The lack of interpersonal situations is why we need high touch to balance high tech. It’s not surprising that mental health benefits matter to Gen Z, with 92% saying it’s important for them to feel safe to discuss their mental health at work.

Building loyalty
Millennials and Gen Z have replaced the old code—time for money—has been replaced. The new currency is happiness. I like what I do. I like the people I work with. I like the ability to make choices that matter to me, to my family, to the world. I like knowing my work is significant. I like the comfort of being able to bring my full self to work.

So, how do leaders create a happy workplace that lets everyone do their best work and earns their loyalty, so they’ll stay longer? They need to make everyone feel SHA—Seen. Heard. Appreciated.

A quick look at generational codes around loyalty:

• Baby boomers value loyalty and recognition.
• Gen Xers thrive on autonomy and results.
• Millennials value their sense of purpose, collaboration, and feedback.
• Gen Z is loyal to the issues they value: inclusivity, innovation, and mental wellness.

Key tools: SHA & 10/10/10
Liotta says it’s not a generational issue. High-touch and high-connect balances everyone’s pervasive high-tech experience, so it’s an organizational issue. Her suggestions include:

• Monthly pulse survey to prevent unaddressed issues from becoming roadblocks to success that include three key questions for quick, easy completion:

1. What should we keep doing?
2. What ideas do you want to share or celebrate?
3. Is there anything else you would like us to know?

Everyone sees the results, and this method empowers individuals to help the organization create solutions together.

• 10/10/10 is a 30-minute conversation (ideally weekly, or at least monthly) with each individual team member. Because these conversations help monitor workplace satisfaction and map out career growth, they are key tools in incubating loyalty. So instead of staying through the first arcs (zero to three months; 12 months), their stay is extended to three years or up to six years. These conversations also reflect an investment in older generations’ training/teaching younger generations instead of assuming they should figure it out on their own.

1. The first 10 minutes focus on learning about the individual. Ask them: what’s new, what’s exciting, what are they working on? And you just listen. Don’t jump in and go in a different direction. You are making them feel seen.
2. The second 10 minutes are about making them feel heard. “Here’s what I appreciate about what you said, and what I see is possible.” You’re starting to engage in a dialogue as you reflect back to them what they shared and what you got out of what they said.
3. The third 10 minutes is what people almost never do. It’s a collaboration about their future. You simply say, “Let’s map out options for you going forward.” This is gold because your interest in their future makes them feel appreciated.

Boomers dreamt about this opportunity for guidance. Gen Xers desired it. Millennials demand it. And Gen Z believes they deserve it because their parents told them they did.

Getting to the brilliant zone
Gen Z prioritizes making an impact with their work and finds meaning in it. Here’s what happens when both of these factors are strongly or weakly present, and present in different levels:

• Low impact/low meaning moves them to the “danger” zone, where they may do good work, absent their heart and soul. The trick in moving them to the “brilliant zone” is avoiding a few other zones.
• Low meaning/high impact: the “adrenaline” zone. We reward them for making a high impact, but give them a pass on bad behavior they may demonstrate because the work isn’t satisfying their need for meaning.
• High meaning/low impact: the dreaded “burnout” zone. They care so deeply, so they say yes to everything and become exhausted. They are too anxious to express their feelings, abandoning ship instead.
• High meaning/high impact: the “brilliance” zone. They apply their talents with abandon because we are asking them the right questions and guiding them in moving forward.

Wrap-up
Developing high-performance relationships and moving everyone to the brilliant zone is the most effective leadership activity in managing a multi-generational workforce, moving everyone to the brilliant zone. Keep this mantra in mind: Focus on being interested vs. interesting. Stay curious, not furious.

As always, if you’re looking for more solutions to make your employees, clients, and partners of all generations feel seen, heard, and appreciated, let’s start a conversation. Call 800-742-6800 or email us today. For more information and tips for engaging your team, sign up for our monthly newsletter at askhillarys.com (bottom right corner of the page).

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