Understanding the Generations is Vital

Since 1620, when the Mayflower brought the first families across the Atlantic to the new world, 19 generations have come of age. The Pilgrims were lucky if three generations were alive in a family at any given time during the Puritan days. Today our communities are filled with individuals from six generations. A longer life expectancy is responsible for this phenomenon.

For the first time in the history of the industrialized world, four generations are working side-by-side in the workplace. Older generations will stay in the workforce until a later age due to longer life spans, personal desires and financial necessity. Younger generations are sometimes slowed or blocked from moving up in their careers because of this trend. And our youthful tech-savvy employees often view the people in charge as slow-to-adopt dinosaurs. Coupled with their preference to communicate via technology versus face-to-face, younger generations sometimes appear aloof and inconsiderate to older generations.

A generation is a birth period that spans 20 years and is defined as a group of people who have common life experiences and defining moments. For many Americans those moments include Pearl Harbor, the assassinations of the Kennedy's and Martin Luther King, Jr., the Challenger explosion and September 11^th. The impact is greatest, if an individual is coming of age when those events occurred. Common threads of a generation include:

• childhood news & events
• cultural milestones & defining moments
• role models and experiences of political leaders in charge
• evolving technologies of the time

Because of these common experiences, each generation tends to have a similar outlook on life and perspective on work. Baby Boomers came of age in the altruistic "I'd Like to Teach the World to Sing" advertising era, while fast-paced, impatient Gen Xers were saying "Just Do It".

While every person has their own unique set of personal experiences, each generation tends to have a common belief and value system, with similar attitudes and appreciations. Each generation brings a distinct management style to work and a shared expectations as to the appropriate way their boss should manage them. And generations don't always understand each other, and sometimes generational clashes are experienced in the workplace.

Companies can't afford this tension. They need to retain older, experienced workers in light of a looming workforce shortages in some industries. Nor can companies lose out in hiring the best and the brightest recruits who to provide technological leadership within their organizations. So the ability to manage and motivate a diverse group of people spanning several generations will be a coveted leadership skill.

And if your company is marketing products or services to various generations, then understanding their preferences and needs is vital. Many of the marketing directors in advertising firms are people under the age of 30 who can't afford to miss the mark in targeting the 78 million Boomers (those born between 1943 and 1960). Baby Boomers currently outnumber and out-earn every other generation. But no business can afford an ill-fated campaign that wastes marketing dollars because it insults a generation it needs to reach.

There is a new body of information evolving around the generations, and many businesses find it is imperative to understand these important dynamics to successfully manage people and market to win.

Check out Carol's page on the ES site, to learn more about the business, management and leadership topics which she addresses, or call Jane at 703.243.1620 to learn more about engaging her for your next event.

Timely Insights from Marjorie Brody

Marjorie Brody, a gifted and popular speaker, recently became one of the ES family.  Here are some of her musings on the biggest story out of our nation's capitol of late:

It's all about how you look at things.

Aristotle said that all speaking is persuasive speaking. Ultimately, the goal is to sell ourselves and our ideas.

This past week, it has been interesting to listen to the use of persuasion by our elected -- and appointed -- government officials.

The topic was the stimulus package.

Of course, President Obama wanted to get more (or at least some) Republican support. He wanted it to be a bipartisan package. But, his eloquent powers of persuasion didn't work this time.

Persuasion is only possible when people hearing a message are open enough to take in the new information. If the mind is closed, there is no chance for this.

Unfortunately, we have close-minded people on both sides of the fence.

Going back to Aristotle, he suggested that there are 3 "modes of proof" - ways of getting buy-in from audience members.

The reality is that speakers need all three of these to succeed, which didn't happen in the case of discussion concerning the stimulus package. The 3 modes of proof are:

1) Logos - information that hits the head, or logical evidence. Unfortunately, so-called facts and figures can be manipulated/slanted to say whatever the speaker wants.

2) Pathos - emotion, hitting the heart. Clearly, in the case of the stimulus package, the fear over the economy has been used to create a sense of urgency. However, if the desired audience doesn't buy into whatever emotion is used (i.e. fear), it does no good.

3) Ethos - your personal credibility. Depending on your perspective and political party, the ethos is either working for or against President Obama.

So, where does that leave us - the American public? Unfortunately, between a rock and a hard place.

Persuasion is one of the topics that Marjorie addresses in her programs.  Check out her page on our website, or give Jane a call to have Marjorie speak to your audience.

Apologies that Work

Marsha Egan is not only the author of Inbox Detox, which I blogged about recently, and a dynamic speaker, but she's the consummate professional. This smart, well-connected, and well-respected businesswoman understands and appreciates relationships—personal and professional. And since we all have been known to say or do the wrong thing from time to time, Marsha suggests that we all devlop an appropriate attitude that allows us to acknowledge our erros and ask forgiveness when necessary. Here are a few observations from Marsha:

1. Unqualified. Any apology must be absent any conditions. Too many people apologize, then say something that makes it conditional upon some behavior by the other person. "I'm sorry I raised my voice, but if you hadn't shaken your fist at me I wouldn't have done it."  Rather, ""I'm sorry I raised my voice."

2. Sincere. You've gotta mean that you are really sorry. Sometimes people apologize to get something in return. That just doesn't work in the long run.

3. Take responsibility. Owning up to whatever your contribution to the "issue" is can go a long way to resolution. "I realize now, that by being late, it compromised the quality of your meeting."

4. Regret. You're sorry, let the other person know.  A genuine expression of regret shows that you care about the person you hurt.

5. Empathy. By trying to "see" the situation from the other side, you'll go a long way to moving projects and hurt relationships forward. "I appreciate how that communication may have offended you."

6. Remedy. Sometimes, things need to be fixed. What needs to be fixed? What will you do to fix it and when?

When and how?

1. ASAP. It is never too late to apologize.

2. In person, if at all possible.  Phone is next. Email at last resort. (Editor's note: Email apologies really stink.)

Food for thought: "Apology is a lovely perfume; it can transform the clumsiest moment into a gracious gift." --Margaret Lee Runbeck

To learn more about Marsha Egan, the LeverEdge Coach, see her page on this website, or call 703.243.1620.

A Program for the Times

I'm delighted to announce that Oren Harari has a new program, designed especially for today's audiences.  Take a look . . . it's another winner.  Oren continues to share his insightful and provocative ideas on competitive advantage, organizational change, and transformational leadership.  This engaging and dynamic speaker always delivers!

Lead Your Company ^Up Even When the Economy is _Down

In this speech, Oren summarizes the noxious financial forces which now surround us and their impact on individual companies. Then he concentrates on four action blueprints that leaders can use to position their organizations to succeed in these challenging times:

• Take Innovation Underground: How to remove large toxic assets (cash-sucking, value-detracting units, processes, cultural habits, and bureaucracy) from your own company's balance sheet.
• Dominate or Leave: How to concentrate resources on high-growth, high-profit opportunities where your company can set the agenda, while exiting what doesn't meet those stiff criteria.
• Build the Intangibles: How to load up your organization with value-adding intangible assets, like innovation, foresight, agility, speed, collaboration, and talent---so as to maintain and accelerate forward momentum.
• Take Charge Now: How to lead this process with urgency, discipline, audacity, and inspiration.