I am 52 and first went to work back in the 70s with an understanding that loyalty was an important part of the employer/employee relationship.
The organization takes care of you and you take care of the organization. I dare say that most of the Baby Boom was indoctrinated with the same message. Of course the premises of this underlying assumption began to unravel in the 1980s as recession and corporate restructuring altered the relationship between employer and workforce. While it had a direct and, in some cases, devastating impact on those in the Baby Boom, it also affected their offspring. Children watched as parents came home without a job, harboring a sense of betrayal that they had been done wrong.
Over the past three decades, corporate and organizational restructuring has evolved into a continual process, so much so that the expectation of job security has been all but obliterated from our way of thinking. During this same time, two more cohorts have come of age, Generation X and the Millennials. In this post, I’ll address Generation X and their attitudes and strategies for managing their transactional behaviors. In the next, I’ll address Millennials.
As Xers entered the workforce, they have been wary of committing too much energy toward any employer for fear that this investment would not be returned in kind. They are careful to maintain their social relationships separate from the work environment.
Many are in constant pursuit of additional training and experience that will provide the versatility they will need when the firm goes through a restructuring, they get a new boss they don’t like, the firm is purchased, they are transferred to new location, and a whole host of other possibilities. This attitude manifests itself in a transactional manner — a sort of “what’s-in-it-for-me?” kind of behavior. While many have accused these individuals of being self-serving and detatched, the reality is that Xers have discovered that self-preservation serves them better than self-sacrifice. It’s nothing personal. A job is a job. It’s not a calling. It’s a place where you make money and develop skills that can be used to build a richer life. Here are three effective strategies for making the most of Xer effort:
Set clear expectations — Most within Generation X maintain a balance of life that includes work, family, fun, challenge and a variety of other attributes.
Managing their transactional nature takes some adjustment in thinking especially for Boomers. Determining their expectations about the relationship is just as important as explaining the expectations the organization has for them. This should take place in a forthright manner. Without being too pointed, Boomers tend not to handle workplace conflict well.
Xers have learned that if you don’t ask, you don’t get and that it is easier to gain forgiveness than permission. This has served them well with supervisors who are not specific in their assignments and outcomes. Xers are a hardworking bunch, but are always looking for ways to leverage their time and knowledge. If the manager isn’t specific on how he or she wants something done, Xers will do it in the way that best serves both the firm and their own purposes. When it becomes apparent that they did not complete the task in the way the manager desired, their response, “You should have said something.”
Become more transactional — One of the complaints I hear from Boomer managers is “They are so detached.
They won’t even strike up a friendly conversation. It’s always about business.” The simple reason for this is that Boomers use the workplace as a part of their social network. Xers maintain their social network outside of business. They faster they get their work done, the faster they can spend time with family and friends.
Xers complain to me constantly about thirty-minute meetings that could have accomplished in ten, or better still by e-mail. They feel torn by company-sponsored social events, especially if held on company time. Will it be noticed if they don’t attend? If not, they’d rather continue to work or go home early.
Don’t take any of this personally. It is not a judgment on Boomers, just a different approach to life. Accept, even embrace, their transactional approach. They will get more done and you can spend more time socializing with your peers.
Leverage their talents — The members of Generation X possess resources and skills for which their are sometimes shorted.
Because many Boomers do not view Xers as team players, the two generations perform this dance around getting things done. Xers, left to their devices can get projects accomplished with amazing speed and quality. Don’t look at this as a threat, but as an opportunity. After all, the only way leaders grow is to provide opportunities for others.
Once that happens, people take notice and the leader enjoys additional influence and position. Train them. Develop them. Challenge them. Delegate to them. Be direct with them and watch them make you look good.
The organization takes care of you and you take care of the organization. I dare say that most of the Baby Boom was indoctrinated with the same message. Of course the premises of this underlying assumption began to unravel in the 1980s as recession and corporate restructuring altered the relationship between employer and workforce. While it had a direct and, in some cases, devastating impact on those in the Baby Boom, it also affected their offspring. Children watched as parents came home without a job, harboring a sense of betrayal that they had been done wrong.
Over the past three decades, corporate and organizational restructuring has evolved into a continual process, so much so that the expectation of job security has been all but obliterated from our way of thinking. During this same time, two more cohorts have come of age, Generation X and the Millennials. In this post, I’ll address Generation X and their attitudes and strategies for managing their transactional behaviors. In the next, I’ll address Millennials.
As Xers entered the workforce, they have been wary of committing too much energy toward any employer for fear that this investment would not be returned in kind. They are careful to maintain their social relationships separate from the work environment.
Many are in constant pursuit of additional training and experience that will provide the versatility they will need when the firm goes through a restructuring, they get a new boss they don’t like, the firm is purchased, they are transferred to new location, and a whole host of other possibilities. This attitude manifests itself in a transactional manner — a sort of “what’s-in-it-for-me?” kind of behavior. While many have accused these individuals of being self-serving and detatched, the reality is that Xers have discovered that self-preservation serves them better than self-sacrifice. It’s nothing personal. A job is a job. It’s not a calling. It’s a place where you make money and develop skills that can be used to build a richer life. Here are three effective strategies for making the most of Xer effort:
Set clear expectations — Most within Generation X maintain a balance of life that includes work, family, fun, challenge and a variety of other attributes.
Managing their transactional nature takes some adjustment in thinking especially for Boomers. Determining their expectations about the relationship is just as important as explaining the expectations the organization has for them. This should take place in a forthright manner. Without being too pointed, Boomers tend not to handle workplace conflict well.
Xers have learned that if you don’t ask, you don’t get and that it is easier to gain forgiveness than permission. This has served them well with supervisors who are not specific in their assignments and outcomes. Xers are a hardworking bunch, but are always looking for ways to leverage their time and knowledge. If the manager isn’t specific on how he or she wants something done, Xers will do it in the way that best serves both the firm and their own purposes. When it becomes apparent that they did not complete the task in the way the manager desired, their response, “You should have said something.”
Become more transactional — One of the complaints I hear from Boomer managers is “They are so detached.
They won’t even strike up a friendly conversation. It’s always about business.” The simple reason for this is that Boomers use the workplace as a part of their social network. Xers maintain their social network outside of business. They faster they get their work done, the faster they can spend time with family and friends.
Xers complain to me constantly about thirty-minute meetings that could have accomplished in ten, or better still by e-mail. They feel torn by company-sponsored social events, especially if held on company time. Will it be noticed if they don’t attend? If not, they’d rather continue to work or go home early.
Don’t take any of this personally. It is not a judgment on Boomers, just a different approach to life. Accept, even embrace, their transactional approach. They will get more done and you can spend more time socializing with your peers.
Leverage their talents — The members of Generation X possess resources and skills for which their are sometimes shorted.
Because many Boomers do not view Xers as team players, the two generations perform this dance around getting things done. Xers, left to their devices can get projects accomplished with amazing speed and quality. Don’t look at this as a threat, but as an opportunity. After all, the only way leaders grow is to provide opportunities for others.
Once that happens, people take notice and the leader enjoys additional influence and position. Train them. Develop them. Challenge them. Delegate to them. Be direct with them and watch them make you look good.
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