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“Mobile, flexible, agile, engaged” are not only descriptors of our elite athletes and our smartphones, but also the workplace cultures most desired by the most sought after talent. We’re going to see more frequent leadership changes at various levels, role shifts and non-traditional reporting relationships brought on by external forces and internal impatience.

What does this mean for future leaders their training and how teams will operate?

While Generation Y/Millennials appear confident and sure of their “quick study” abilities and diligence, early in their careers they want a precise guidebook for their activities so they won’t fail to be “right,” a status they have been brought up to think they will always achieve. To generalize, they don’t deal well with ambiguity, as they are accustomed to being given help from parents, coaches, teachers, mentors, and tutors. Because they most often have worked in teams, they are less adept at figuring things out on their own than Gen Xers, who were often left to their own resources, and the Boomers. We need to rethink how to lead young knowledge workers and what to expect from them as leaders.

Experience so far yields some observations on how Gen Yers want to be led and will lead when their time comes:

• Transparency is the most valued attribute of a leader, which includes distributing information so everyone is in the loop and part of the conversation.
• They want opportunity to have impact, encouraging social entrepreneurship and web 2.0 sense of community.
• Gen Yers have high expectations for meaningful work and want to feel passionate about what they do. They have been told that money follows passion.
• They favor a team approach to goal setting, and achievement that must be reinforced by recognition and rewards to everyone who contributes.                                    
• Navigation through career challenges, pace and progress and work/life flexibility needs to be facilitated through honest conversations.

The above description is far different from command-and-control style leadership and authority based on longevity or seniority, neither of which Gen Y believes in. Practice group and work teams need to shift their operational models to adjust to today’s multi-generational teams.

I believe facilitated dialogues within work teams are the key solution to achieving change and harmony among the different generations.  That is where close and effective bonds can be established and nurtured to eliminate generational disconnects and change debilitating business models. It can establish buy-in from resisters who can stall or scuttle progress and engagement.

How facilitated dialogue in work teams can foster stronger multi-generational teamwork and increase productivity:

• All generations and levels are part of the conversation and are heard.
• Leaders must be clear about quality of work and deadlines and discuss alternative ways to get desired results.
• Understanding of differences and benefits of diversity of styles mitigates resentments and fosters sympathy.
• Using assessment tools for identifying personal behavioral style, group culture, work expectations and learning style enables better understanding of self and teammates and reduces stereotypical thinking.
• Through dialogue, roles can be customized with working arrangements that are perceived as fair to work for each team member.
• Meeting of the minds requires some compromise on all sides.
• “What’s in it for me” from the individuals standpoint? To be associated with a team that demonstrates better results, reinforced by recognition.

Using a combination of behavioral style and business development expertise as well as mediation skills and generational differences and similarities knowledge, we are optimistic about the positive results we are seeing with our work facilitating dialogues. It is the most effective way to bring inclusiveness and change to increasingly obsolete business models.

Please share your thoughts with me and with the Cross-Generational Conversation group on Linkedin. The group is in full swing. Join us!

Phyllis

© Phyllis Weiss Haserot, 2012. All rights reserved.

* The generational chronology for easy reference: Generations are defined by the similar formative influences – social, cultural, political, economic – that existed as the individuals of particular birth cohorts were growing up. Given that premise, the age breakdowns for each of the four generations currently in the workplace are approximately:

Traditionalists:                                born 1925-1942   

Baby Boomers                                 born 1943-1962

Generation X                                   born 1963-1978

Generation Y/Millennials               born 1979-1998   

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Phyllis is available to speak at your organization or at firm retreats on inter-generational relations and organizational effectiveness topics. Call or e-mail for a list of topics or to custom-tailor your own.

Check out *Next Generation, Next Destination*, our blog about succession/transitioning planning and the generations. Visit, comment and subscribe by RSS feed or e-mail. http://www.nextgeneration-nextdestination.com.

For coaching, training 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 http://www.pdcounsel.com/solution-multi-generational-challenges and http://www.pdcounsel.com/about-us/what-we-do