Lynne C. Lancaster - When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work

TRADITIONALISTS, BABY BOOMERS, GENERATION XERS, MILLENNIALS

Who They Are. Why They Clash.
How to Solve the Generational Puzzle at Work.

We dedicate this book to our spouses, Allan and Sharon. Without your
love, patience, and wisdom we could not achieve our dreams.
We also dedicate this book to each other. Without experiencing it ourselves,
we never would have known what it takes for the generations to collide
and click the way we have.

When our book, When Generations Collide, was introduced in February 2002, we didnt know what to expect. To us, as first-time authors, the start of our book tour felt more like the first day of school than anything else. What do we wear? How serious do we have to be? And will the reporters really be interested in talking about the generations?

We shouldnt have worried. At media outlets, from CNN to Time magazine to the local news stations in every market, we encountered the full range of generations, from Millennial interns to Traditionalist anchors. And everyone wanted to discuss their generation gaps at work. But a nagging question still remained. Given the deepening recession, the events of 9/11, and the level of political tension, would their readers and viewers be concerned about what happens when the generations collide?

The answer was a resounding yes! Since the book was published, weve received calls, mail, and e-mails galore from members of every generation. The best thing has been that people seldom write or call to complain about the generationsthey almost always want to tell a story or find solutions. I am a Gen X manager, and I need to know how to deal with employees who are older than I am. Im a Traditionalist business owner and we cant seem to retain Millennials. Im a Boomer, and Im afraid Im going to be replaced by one of the more techno-savvy Xers on my staff.

It seems just about everyone has a question or anecdote about generation gaps at work. As Traditionalists stay healthy and work longer, as Baby Boomers postpone retirement and branch into new careers, as a much smaller population of Generation Xers move into management positions, and as the next great boom, the Millennials, emerge on the work scene, the potential for the generations to collide is intensifying. And its not just the older generations who say we have helped them learn about younger workers; Generation Xers have recognized the need to understand the older generations and have embraced the book as well.

We have realized that every industry has been touched by generational challenges in hiring, retaining, or motivating employees. Weve heard from lawyers and government employees, from teachers and psychologists, from high tech and heavy manufacturing (were very big in pulp and paper!). Bill Sullivan, a police chief from Oakdale, Minnesota, and a college teacher, wrote to say that he was making the book required reading in every organizational management course he teaches in the future. A Lockheed employee e-mailed to say she had given the book to her boss and the result was a meaningful discussion about the way they work together. A retailer from Seattle wrote to say he was buying copies for every one of his supervisors. While the scenarios might be different, the objective is the same: people want to know how to work shoulder to shoulder with four distinct and demanding generationsand have a rewarding and enjoyable time while doing it!

Some of the response to When Generations Collide has come from people whose industries are struggling. The book was written as the U.S. economy peaked and companies were scrambling to find enough qualified workers. But it seems the message is timeless. When the economy is sagging and the bottom line is in trouble, its more critical than ever to know how to motivate and engage multiple generations of employees. At the same time, some industries like education, health care, and the military are expanding and having trouble hiring enough workers. For them, understanding generational issues is one of the best new tools in their arsenal for recruiting up to four generations at one time. Other readers appreciated the solutions for day-to-day challenges like handling feedback, dealing with performance issues, and assigning rewards. Weve figured out how to recruit the younger generations, one government employee told us. But I realized from your book that were not going to be able to retain them. Thanks for the wake-up call.

As much as our book focuses on workplace solutions, the discussion during interviews and book signings always evolved from talking about work to talking about family. We had hoped it was possible to write a business book that also had relevance for the readers personal lives, and this proved to be the case. Everyone wants to understand a loved one better, and to be better understood. I see my son/daughter in a new light was a common refrain. We have been deeply touched by our readers willingness to take what they are learning about their employees and co-workers and put it to work within their families.

Finally, we have been very gratified to have had the opportunity to share information about this topic with people from every generation. Your input keeps us fired up to continue finding solutions for bridging the generation gap at work. If you have a story, a solution, or some good information to share, please contact us via our Web site at www.generations.com. Wed love to hear from you.

Going forward, we are continuing our research on the generations and will give speeches and workshops for organizations on what happens when generations collide. We hope you will keep on getting to know the generations and bridging the gaps!

Lynne Lancaster and David Stillman
August 2002

Its Friday, May 5, 2000, and David is on a trip with his wife in New York City. His cell phone rings and its Lynne, calling to tell him great news: HarperCollins is interested in our book and wants to meet with you while youre there! Needless to say, we are thrilled.

The appointment is set for three P.M., and by two-thirty David is dressed and ready to go. One slight problem. It is ninety-five degrees outside, and all traffic in Manhattan is at a standstill because it is the day of Cardinal OConnors memorial. Getting a cab is out of the question, so David takes off on a twenty-five-block jog. He finally arrives at HarperCollins, puffing and sweating profusely, but with a couple of minutes to spare. David announces himself and leans over to sign the visitor pad. When the security guard notices sweat streaming down and pooling on the sign-in sheet, he suggests that David hold on a minute before going up to meet the big guys. He takes David into the back room, stands him in front of a construction-site-size fan, and throws the switch to power it to high to dry David off. Five minutes later, David emerges looking dry, professional, and ready for the meeting.

That meeting was the first of what has turned out to be a wonderful relationship with HarperCollins. Although we never got his name, we want to thank the security guard for looking out for us on that first day. He set the tone for all of our relationships at HarperCollins, and they have looked out for us every step of the way.

To Edwin Tan, our editor. We couldnt have asked for a better match. Your grasp of our subject matter and your understanding of the writing process have made you an invaluable mentor, adviser, champion, and friend. We are in awe of your talents and are eternally grateful.