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Cam Marston explains why Boomers and Millennials don’t hear each other.
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| Cam Marston |
By Angie Kilbourne, AutoInc. Correspondent
LAS VEGAS — Which generation do you belong to: The “We … Us … Team” generation or the “I … Me … My” generation? Look around your workplace. Which generation do your co-workers belong to? Who works well with the team, and who prefers to work independently? Are you starting to see how the different generations break down within your circle of associates, friends and family?
Cam Marston opened Friday morning’s Automotive Service & Repair Week (ASRW) show with an insightful and humorous examination of how generations speak to each other, as well as what they hear when the other talks. Marston has devoted his work to understanding the generational shifts in the workplace and how they can be improved.
He began his talk with descriptions of the four generations we see today:
- Matures: 63 years and older. Keywords: duty; honor; dedication; sacrifice; “We.”
- Baby Boomers: 44 to 62 years old. Keywords: workaholic; competitive; treasures visible signs of success; defined by work; “We are the world. We are the children.”
- Generation X: 29 to 43 years old. Keywords: pessimistic; cynical; questions authority; time is currency; want to believe in you, but “prove it to me.”
- Millennials (or Generation Y): 28 years or younger. Keywords: individuals, but within a group or herd orientation (travel in packs); optimistic; altruistic; stressed; busy; difficulty focusing; “well-looked-after.”
Looking at our society, we’ve had four to five generations of affluence, Marston said. He cautioned that he wasn’t talking about riches, but about the population in general doing well and living comfortably. But, he said, there has been a definitive shift in focus over the generations from “team” to “individual.” Marston illustrated his point by describing how the last two generations have been raised around the premise that each person is unique and special, but earlier generations grew up hearing “What? Do you think you’re special?”
| The “Translators” |
Cam Marston described a subset of the Baby Boomer group: individuals born between 1959 and 1964. He calls this group “Translators.”
They don’t feel they are part of the Baby Boomer or Gen X categories. They enjoy their successes through the Boomer work ethic, but they easily communicate with and understand the Gen Xers.
He talked about their quirky nature and temperaments, but said they are invaluable to help bridge the two generations that are vastly different in their ideas and methods. |
“This is what’s coming through the door,” said Marston. In other words, your employees, your customers and your business partners are affected by the influences and values of their generation. Where Matures looked up to the likes of WWII hero Audie Murphy and the values he embodied, Millennials were raised under the idea that even the ninth-place T-ball team members get trophies for their efforts.
But what’s most important, Marston stresses, is understanding that one generation is not better than the other. Each was raised under different circumstances, and no one can change that fact. However, we can step back and endeavor to speak in the language that is better heard by the other generation. Here, Marston gave the audience some tips:
Managing Generation X
- Gen Xers are often nomads. They prefer to be given instructions and then left alone to do the job.
- Assign tasks, goals and check-in points well in advance. Do not micromanage.
- Time is the preferred reward for this generation. Use it to your advantage.
- Generation Xers make poor help desk advisors (i.e., “prove it to me”). They also do not perform well in a technical teaching capacity; they often have the attitude, “I’m only going to show this to you once.”
- Gen Xers are extremely loyal — once you’ve passed their tests. They have a distrusting nature, so you must first earn their trust.
- Gen Xers don’t “buy” things, they “stalk.” They research completely, gather testimonials from friends and then make an informed purchasing decision.
Managing Millennials
- Millennials comprise the majority of entry-level workers.
- Millennials were raised by parents who spent “quality time” with them. As a result, theses workers will seek lots of feedback from employers (“How am I doing?”).
- These workers will easily seek out friendships with their bosses due to their need for “quality time.” Beware, cautioned Marston. It is helpful to show interest in their goals and lives, but do not get deeply involved.
- Millennials are very interested in doing things to benefit the greater good.
- Personal recognition is very important to Millennials.
- Time is currency for Millennials and this benefit can be negotiated. For instance, if your employee asks to leave two hours early, rather than dismissing the idea immediately, tell them, “I need three hours in return. How will you do that?” Dismissals lead to heavy turnover, Marston advised.
- Individuality is prized, but this group travels in herds. They are very social and enjoy social gatherings.
This is a group that has been well cared for. Many times, they don’t have the life skills to make good decisions, and the focus on their uniqueness gets in the way of “team” efforts. Marston gave the audience some very specific instances of working with a Millennial that will make him or her a valued and loyal employee:
1. Getting to work on time. One of the biggest complaints about this generation is their tardiness. Unfortunately, they lived lives where they were carted everywhere in the family vehicle and picked up to get to the next activity. Help your employee by looking at the distance traveled, traffic patterns, adding in time for emergencies or errands, and you may just see your tardy employee show up on time — all the time.
2. Pride in work. The Millennial has been spoon-fed ideals of unique and special qualities. Instead of talking about the good of the team, help your employee put the best face forward with customers by saying, “Every customer that comes through the door is a new opportunity for YOU to prove how good YOU are.” Switch the emphasis to the individual, said Marston, and the results will improve.
3. Specific and immediate feedback. Millennials thrive on a steady diet of feedback. Don’t think it’s “too much” or overboard; this group reacts positively to immediate praise that is given often.
Marston emphasized again that you must understand what is important to each generation if you are going to speak the language they can hear. He left the audience with one last point that he attributed to Sam Walton, founder of Wal-Mart: “It takes two weeks for an employee to treat a customer the same way management treats that employee.”
If you want your employees to hear your customers, treat them respectfully, and promote a positive image of your business, emphasized Marston, then you must speak to your employees in a way they will easily hear your message.
Editor’s Note: Marston’s PowerPoint presentation will be available for download on the NACE and CARS Web sites after ASRW concludes. Check back in the coming days for the link to this presentation.
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Nov. 5-8, 2008
