Kriegel - Generational Issues Has Issues

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Copyright 2016 by Jessica Kriegel. All rights reserved

Published by JohnWiley & Sons, Inc., Hoboken, New Jersey

Published simultaneously in Canada

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For Mom

When I was five years old, I asked you what you wanted for your birthday. You said you wanted me to write you a book. Here it is. I couldn't have done it without you.

I love you.

Generational labels do not work. When taken at face value, a generation is simply a description of a group of people born at about the same time, regarded collectively. The label itself is not bad. What is bad is the association our society has put on those labels. One cannot hear the word millennial without a swarm of preconceived notions filling the mind. The word has become sullied with ignorance. Although this is true for all generations, the situation is particularly egregious for the millennial generation (also known as generation Y). Most literature on generational issues focuses on this younger generation, particularly in the workplace. Although baby boomers, gen Xers, and the silent generation are not immune to stereotyping, they do not receive the same level of attention.

Assumptions about people cannot be made based on generational trends. The purpose of this book is to equip the professional workforce of America with the tools to overcome generational stereotypes and work better together.

It is a cycle that must be broken. I believe we would all benefit if we collectively took a reprieve from using generational labels. To relieve ourselves of unfair judgments and social baggage, I suggest we stop using generational labels until they've lost their charge.

This book is separated into three parts. The first part presents the existing problem with generational issues. The second part is a toolkit for managers. The third part provides a roadmap for overcoming generational stereotypes.

We have become so enamored with the generational labels and the assumptions associated with them that our brains have used those definitions to construct social fictions. Managers, led astray by so called gen-experts, believe they understand the people on their team because they have read so much about themthe generation stereotype. Sometimes colleagues of different generations cannot get past the labels to a place of real understanding, and they often do not know they should try. Misunderstanding creates resentment; resentment creates difficulty communicating; miscommunication creates conflict. Part One of this book reviews in detail why generational labels do not work:

reviews the history of generational labels and why we collectively have a tendency to stereotype, including the inherent brain processes that predispose us to the indiscriminate use of labels.

takes a closer look at age versus generation discrimination. Age discrimination has long been illegal in the United States; generational discrimination is rampant. This chapter also includes an in-depth look at some of the published generational research that might mislead us into believing that false stereotypes are, in fact, true.

analyzes the use of made-in-America labels in an increasingly global world. This adds another layer of complexity to generational misunderstanding and has consequences for global organizations. The United States is not alone in engaging in generational stereotyping. Many countries have their own labels, with different definitions and time-spans. Americans cannot assume that our cultural markers apply worldwide.

asks if this tactic really works, and, if so, might there be a better way?

Managers have been getting advice since the sixth century BCE when the Chinese general Sun Tzu wrote The Art of War. In it, he recommends understanding the strengths and weaknesses of one's own organization, as well as those of the competition. Since then, management consulting has become one of the most lucrative global industries. In recent years, consultants have found gold in the field of generational studies. Unfortunately, these experts often lead managers astray. Their recommendations, intended to help foster understanding of generational differences, often lead to unfair discrimination with real economic and human consequences.

Part Two of this book is a toolkit for managers to help end the cycle of generational stereotyping. Each chapter reviews an area of management frequently thought to profit from generational segmentation, that is, recruitment, motivation of employees, performance management, and so forth.

Each chapter reviews:

• Existing stereotypes
• Advice frequently given to managers
• Misleading literature and studies on the topic
• Suggestions for change

Most of the focus in this section is placed on millennials. Millennials are not the only victims of stereotyping; however, they are, by far, the most targeted. There are fewer how-to articles or business consultants exaggerating the quirks of generation X and baby boomers. Though these chapters focus on millennials, it is important for the reader to remember that these lessons apply to all generations. The stereotyping and discrimination of millennials is a specific example that represents a much broader problem.