Clash of the Generations (eBook)

VALERIE M. GRUBB is founder of the consulting firm Val Grubb & Associates Ltd. She is an innovative, visionary operations leader with an exceptional ability to zero in on the systems, processes, and human capital issues hampering a company's success. During her career, she served as vice president of strategic operations and initiatives at NBC Universal and played a key role in creating both Oxygen Media and IAC. She is the author of Planes, Canes, and Automobiles: Connecting with Your Aging Parents through Travel.

Cover 1
Title Page 7
Copyright 8
Contents 11
Preface 15
Acknowledgments 17
Chapter 1: The New Workplace Reality 19
The Changing Nature of Leadership 22
The Changing Role of the Manager 23
The Changing Role of HR 26
The Changing Role of the Employee 28
Building on These Changes 29
Notes 30
Chapter 2: Defining the Generations 31
What the Experts Say 33
The Big Three-and a Newcomer 34
Baby Boomers (1946–1964) 35
Generation Xers (1965–1980) 36
Millennials (1981–1997) 37
Generation Zers (1998–present) 38
Generational Characteristics 39
The More Things Change 39
Notes 41
Chapter 3: Fostering a Culture of Inclusion 43
The Business Case for Diversity 46
The Role of Company Culture 47
Overcoming a Negative Culture 50
Creating an Age-Diverse Culture 51
Stimulate Idea Generation 52
Protect Idea Generators 52
Don’t Slaughter Someone for Mistakes 53
Promote Good Ideas 53
Broaden Your Knowledge Base 53
Push Yourself beyond Your Comfort Zone 54
Employ Diverse Employees and Teams 54
Recognize and Reward Risk-Taking 54
Notes 55
Chapter 4: Setting the Stage for Great Performance 57
Goal Setting 60
Getting Started 61
Getting SMART 63
Evaluating Employee Performance 64
Effective Feedback 65
Effective Coaching 67
You Get What You Reward 70
Senior Leadership versus Peer-to-Peer Recognition 71
The Basics of Recognition 73
Intrinsic Motivators 74
Career and Development Recognition 75
Notes 78
Chapter 5: Being an Inclusive Manager 79
The Benefits of Inclusion 81
Breaking Bad Habits 82
False Thinking of New Managers 83
Lead by Example 83
Don't Emulate Bad Managers 84
Promoting Respect 84
Innovation at Both Ends of the Spectrum 86
Managing Workers Older Than You 87
The Consequences of Not Being Inclusive 88
Notes 89
Chapter 6: Promoting Growth Opportunities 91
The Power of Effective Delegation 94
Empower Your Employees 97
Accommodating Different Learning Styles 98
Experiential Training 100
Establish a Mentoring Program 102
Notes 102
Chapter 7: Managing Differences in Work Ethic 105
Defining Work Ethic 108
The Importance of Mission to Millennials 110
Connecting Company Mission to Social Goals 111
What Managers Can Do 112
What Companies Can Do 114
Notes 115
Chapter 8: Managing Different Work-Life Balance Expectations 117
The Birth of Work-Life Balance 119
Work-Life Blending versus Balancing 120
Performance versus Face Time 121
Managing Flexibility 123
Managing Virtual Teams 125
Notes 127
Chapter 9: Managing Differences in Career Development Planning 129
Expectations of Career Development by Generation 131
Baby Boomers 132
Generation X 132
Millennials 133
Generation Z 133
Using Career Development for Succession Planning at All Levels 134
To Train or Not to Train 134
Tying Succession Planning to Career Development 134
Five Easy Steps to Creating a Career Plan 135
Step 1: Start with Company Goals 135
Step 2: Involve Your Employees 136
Step 3: Decide What Competencies Are Missing 136
Step 4: Create an Action Plan 137
Step 5: Monitor, Measure, and Make Adjustments as Needed 137
Creating a Company-Wide Development Program Specific to Leadership 137
Determining What Matters 137
Identifying Candidates 138
Assessing Current Leadership Skills 138
Developing Employees’ Skills 139
Assessing Progress 139
Creating Your Own Career Development Plan 140
Getting Honest Feedback 140
Identifying Training Opportunities 141
Staying on Track 142
Notes 142
Chapter 10: Generational Give and Take 143
Communication Is Key 145
The How and When of Communication 146
Appreciating the Contributions of Youth 149
Valuing the Wisdom of Age 150
Promoting Positive Interactions 151
Example 1 152
Example 2 152
The Challenge of the Young Leading the Wise 153
Notes 154
Chapter 11: You as the Motivating Force 155
Expectations of Today's Manager 157
Focusing on You 159
Finding a Mentor 161
Determine What You Hope to Achieve 161
Search for a Mentor 161
Make the Initial Contact 162
Make a Good Impression 162
Getting the Most out of Mentoring 163
Moving from Tactical Doer to Strategic Thinker 163
Step 1: Delegate the Small Stuff 164
Step 2: Block Time for Strategizing 164
Step 3: Evaluate Strategic Issues 164
Step 4: Make a Plan 165
Notes 165
Appendix A: Case Study - Chegg 167
Background 167
Benefits 168
Company Culture 168
Physical Work Environment 169
Employee Reviews 170
Recruiting 170
Summary 171
Appendix B: Case Study - Consultants: Leadership Development Services, LLC, and RGP 173
Interviewees 173
Leadership 174
Flexibility 176
Work Ethic and Style 176
Benefits 177
Appendix C: Case Study - Electronic Arts 179
Background 179
Company Culture 180
Career Development 181
Recruiting 183
Summary 183
Appendix D: Case Study - Hy-Ko Products 185
Background 185
Benefits and Recruitment 186
Career Development 187
Summary 188
Appendix E: Case Study - TECT Corporation 189
Background 189
Recruitment 190
Company Culture 190
Career Development 191
Summary 193
Appendix F: Case Study - The Andersons 195
Background 195
Company Culture 196
Physical Work Environment 197
Career Development 198
Benefits 199
Summary 199
About the Author 201
Index 203
EULA 210