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Today’s Workplace Makeup (%)

TraditionalistsBoomers

Gen XGen Y

0

5

10

15

20

25

30

35

40

5

40

2530

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Next Decade Workplace Makeup (%)

Traditional-ists Boomers Gen X Gen Y Gen Z

05

101520253035404550

1

2220

50

7

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The Boomer Leaders’ Legacy(a demographic gift)

1. Hold your Boomer Leaders accountable for developing your future leaders.

2. Assess the ability of your Boomer Leaders to develop new leaders within the organization*

3. Train the Boomer Leaders on how to effectively teach, coach and develop future leaders

4. Recognize the Boomer Leaders who effectively develop your future leaders.

*If you don’ t have Boomer Leaders in-house who can develop future leaders, look outside your organization.

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Sound Leadership Practices

√ Develop Yourself

√ Develop a Strategy

√ Develop Others

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Develop Yourself

1. Gain a sound understanding of the generations in your workplace - research

2. Evaluate the differences and similarities and develop an appreciation for both – knowledge

3. Incorporate the concept of ‘flexibility’ into your leadership world – competency

4. Develop your ‘new’ leadership philosophy - direction5. Evaluate and implement your coaching and mentoring

skills – reflection and feedback.

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Differences - Expectations of WorkTraditionalists Boomer Gen X Gen Y

Loyal, respect authority

Competitive Self-reliance Everyone is equal

Focused on common goals

Optimistic, team-oriented

Sceptical, career-oriented

Self importance, loyalty to colleagues

Focused on performing

Results focus Results focus with fun

Hard work & career aspirations

Compensated for doing job

Reward for results Reward for outcomes

Seek rapid success

Put aside their own needs for company. Job security

Seek promotion & career growth – job security

Achieve work/life balance

Sense of community, work is part of life continuum

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Differences - Influences & StylesTraditionalists Boomer Gen X Gen Y

Defined by WWII Born into an abundant, healthy economy

‘Latchkey kids & kids of divorce – shadow of boomers

Empowerment years – everyone is rewarded

Loyal, dependable, work toward a common goal

EgocentricWork defines self worth & others

Independence, resilience, adaptability

Make own choices, question authority

Live to work Live to work Work to live Balance

Dependable, believe in sacrificing for others

Expect others to have the same work ethic & work the same hours

View world with some cynicism and distrust

Everyone should get more from their employers 8

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Differences - Communication Preferences

Traditionalists Boomer Gen X Gen Y

Formal Semi-Formal Irreverent Fun, eye-catching

Significant technology changes. Prefer to connect face to face (formal)

Not connected technologically, face to face reigns – local connections

Networking, multi-processing connections, network of connections

Interactive, global-minded, always connected

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Multigenerational Leadership Challenges• Misalignment of goals and effort• Communication issues• Managing change – resistance to change• Teamwork • Conflict within, and across, generations

=

• Productivity – lower morale, lost opportunities• Engagement – less loyalty or interest• Retention and recruitment – high performers will not be

attracted or will leave10

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Develop a Strategy

• Leadership competency development• Encouraging creativity and innovation at all levels• Increase capacity to manage change (all

managers)• Direction for recruitment and retention of high

performers• Open the demographic gift - optimize

generational preferences and life experiences

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Develop Others -Critical Success Factors

‘’An effective LDL program needs structure to give it some intentionality.”

Human Capital Institute, 2010

• Share your leadership philosophy with all leaders and managers – involve them in development of appropriate communication media• Build accountability for leadership development into

other leaders’ goals and objectives• Identify and remove barriers to developing others• Ensure leaders have the coaching & mentoring

competencies required• Create a Boomer Leaders Legacy Program

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The Boomer Leader Legacy Process1. Research ‘next’ practices2. Evaluate current competency and future

leadership capability3. Establish your cross functional team4. Build development plans to address gaps5. Develop an BLL program 6. Implement with current leaders7. Evaluate performance8. Reward and recognition 13

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The Boomer Leader Legacy Process – Simple First Steps

1. Review your employee population to determine leadership gaps, currently and in the coming years

2. Identify your potential future leaders3. Assess your current Boomer Leaders as

potential coaches/mentors for emerging leaders

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Start your planning process NOW!

‘Demographic gift’ needs to be opened and utilized if it is to provide value.

Make sure your organization has boomer leaders to develop your future leaders.

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