Clash of the Generations: Managing the New Workplace Reality

Praise for CLASH OF THE GENERATIONS

"Clash of the Generations offers insights into what motivates and engages employees of all ages. Whether you′re a new manager or a seasoned one, this book will strengthen your management game!"
MARSHALL GOLDSMITH, Thinkers50 most influential leadership thinker in the world and author of the #1 New York Times bestseller, Triggers

"Having supervised junior employees to senior executives, I find Clash of the Generations to be the ultimate how–to manual for multigenerational managers. Grubb provides numerous suggestions that leaders can implement immediately. A must–read for new and veteran managers alike."
KATHRYN MCMANUS, founder of CNN Japan, executive consultant and faculty associate at the Walter Cronkite School of Journalism and Mass Communication

"Clash of the Generations offers a fresh approach to the management book genre by drawing on both Grubb′s expertise as a manager and business leader and her insights into meeting the needs of all in multigenerational environments. It is a vital resource for any manager striving to succeed in the modern workplace."
DAN TAITZ, chief operating officer of Penthera Partners, former chief administrative officer and general counsel at Martha Stewart Living Omnimedia

"Managing employees already presents many challenges and those are compounded when the workplace includes four generations with wildly different expectations of their managers and organization. Grubb′s candor and insight make this a pleasant journey through the thorny management issues that all senior leaders struggle with in their day to day."
STACIE GRAY, chief creative officer at iN Demand

Preface xiii

Acknowledgments xv

Chapter 1 The New Workplace Reality 1

The Changing Nature of Leadership, 4

The Changing Role of the Manager, 5

The Changing Role of HR, 8

The Changing Role of the Employee, 10

Building on These Changes, 11

Notes, 12

Chapter 2 Defining the Generations 13

What the Experts Say, 15

The Big Three and a Newcomer, 16

Generational Characteristics, 21

The More Things Change, 21

Notes, 23

Chapter 3 Fostering a Culture of Inclusion 25

The Business Case for Diversity, 28

The Role of Company Culture, 29

Overcoming a Negative Culture, 32

Creating an Age–Diverse Culture, 33

Notes, 37

Chapter 4 Setting the Stage for Great Performance 39

Goal Setting, 42

Evaluating Employee Performance, 46

You Get What You Reward, 52

Senior Leadership versus Peer–to–Peer Recognition, 53

The Basics of Recognition, 55

Intrinsic Motivators, 56

Career and Development Recognition, 57

Notes, 60

Chapter 5 Being an Inclusive Manager 61

The Benefits of Inclusion, 63

Breaking Bad Habits, 64

False Thinking of New Managers, 65

Lead by Example, 65

Don t Emulate Bad Managers, 66

Promoting Respect, 66

Innovation at Both Ends of the Spectrum, 68

Managing Workers Older Than You, 69

The Consequences of Not Being Inclusive, 70

Notes, 71

Chapter 6 Promoting Growth Opportunities 73

The Power of Effective Delegation, 76

Empower Your Employees, 79

Accommodating Different Learning Styles, 80

Experiential Training, 82

Establish a Mentoring Program, 84

Notes, 84

Chapter 7 Managing Differences in Work Ethic 87

Defining Work Ethic, 90

The Importance of Mission to Millennials, 92

Connecting Company Mission to Social Goals, 93

What Managers Can Do, 94

What Companies Can Do, 96

Notes, 97

Chapter 8 Managing Different Work–Life Balance Expectations 99

The Birth of Work–Life Balance, 101

Work–Life Blending versus Balancing, 102

Performance versus Face Time, 103

Managing Flexibility, 105

Managing Virtual Teams, 107

Notes, 109

Chapter 9 Managing Differences in Career Development Planning 111

Expectations of Career Development by Generation, 113

Using Career Development for Succession Planning at All Levels, 116

Five Easy Steps to Creating a Career Plan, 117

Creating a Company–Wide Development Program Specific to Leadership, 119

Creating Your Own Career Development Plan, 122

Notes, 124

Chapter 10 Generational Give and Take 125

Communication Is Key, 127

The How and When of Communication, 128

Appreciating the Contributions of Youth, 131

Valuing the Wisdom of Age, 132

Promoting Positive Interactions, 133

The Challenge of the Young Leading the Wise, 135

Notes, 136

Chapter 11 You as the Motivating Force 137

Expectations of Today s Manager, 139

Focusing on You, 141

Finding a Mentor, 143

Moving from Tactical Doer to Strategic Thinker, 145

Notes, 147

Appendix A Case Study – Chegg 149

Background, 149

Benefits, 150

Company Culture, 150

Physical Work Environment, 151

Recruiting, 152

Summary, 153

Appendix B Case Study – Consultants: Leadership Development Services, LLC, and RGP 155

Interviewees, 155

Leadership, 156

Flexibility, 158

Work Ethic and Style, 158

Benefits, 159

Appendix C Case Study – Electronic Arts 161

Background, 161

Company Culture, 162

Career Development, 163

Recruiting, 165

Summary, 165

Appendix D Case Study – Hy–Ko Products 167

Background, 167

Benefits and Recruitment, 168

Career Development, 169

Summary, 170

Appendix E Case Study – TECT Corporation 171

Background, 171

Recruitment, 172

Company Culture, 172

Career Development, 173

Summary, 175

Appendix F Case Study – The Andersons 177

Background, 177

Company Culture, 178

Physical Work Environment, 179

Career Development, 180

Benefits, 181

Summary, 181

About the Author 183

Index 185

VALERIE M. GRUBB is founder of the con–sulting 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.