LEAD A HORSE TO WATER? MANAGING GEN X EMPLOYEES
By Michale Muetzel, Vistage Speaker, President of MX Marketing Management Solutions
Introduction
Generation X employees and managers grew up in a different world from the rest of us -- not better or worse, just different.
This Generation X (employees ranging from their early 20s to late 30s or even early 40s) was the first generation raised to come home from school to an empty household. They independently unlocked the door, prepared their own snacks, started on their chores or homework. Close to 40 percent of all Generation Xers were touched by divorce and almost as many were uprooted or disrupted due to a family member being laid off of a job.
Their parents or relatives, seen through the eyes of a child as heroes, were regularly victims of corporate downsizing. Over four million workers, "real-life" parents, relatives and "idols" were downsized out of jobs in the 1980s alone. Even their sports icons left town for free agency. No wonder many Gen Xers change jobs every 24-36 months. For them, it's a natural lifestyle progression. Boomers live to work, and Gen Xers work to live. Therein lies the difference.
Independent and Lightning-Fast
Gen Xers are extremely independent. Congratulations, we raised them to be that way, and we did a good job.
Generation X members are technically proficient and lightning-fast learners. They process information in sound bytes. They may be the most entrepreneurial generation ever. And they function well in teams -- after all, we've placed them in teams ranging all the way back to day care -- but these teams must have a clear, precise vision and purpose, and above all else, speak the truth.
Gen Xers don't buy into traditional corporate rhetoric, and generally abstain from adopting traditional management techniques.
But don't mistake these unique characteristics as a lack of passion. According to data compiled by the Independent Sector (a leading resource on charitable contributions), the giving trends for Gen Xers are statistically equivalent to those of Boomers. In a survey for 2001, the age bracket 30-39 contributed an average of 2.4 percent of the household income to charities and volunteered an average of 7.4 hours per month. For those surveyed in the age bracket 40-49, the figures were 2.5 percent and 7.4 hours per month, while those in the age bracket 50-64 donated 2.8 percent of income and 6.1 hours per month. If you visit a Habitat for Humanity project, don't be surprised if you are surrounded by Gen Xers.
Employee Equity
As a manager you can't channel what doesn't exist, but the data clearly reflects a deep energy or passion in most Gen Xers, and there are ways to tap into this resource to make your company more effective.
Many successful managers are bringing Gen Xers into the process by giving them "equity" in organizational ideas. Employee equity is involvement in the development of systems as well as processes, rather than just responsibility for implementation. The goal of this new trend isn't to make all Gen Xers new CEOs, but rather to make them active participants in the process. Management is still management. But management techniques need to be significantly more open and honest than ever before.
The first step is to establish legitimate vehicles to channel this communication and "equity" into the culture of your organization. Some examples:
- Meaningful employee exchange programs
- Mentoring programs
- Including middle managers and hourly employees in strategic planning sessions
There are other inexpensive but creative ways you can capitalize on the unique characteristics of Gen Xers to build better teams. You can try using "Habitat" projects for team-building activities, rather than traditional ropes and logs. This exercise, combined with a follow-up workshop identifying the synergies between volunteer experience and the day-to-day workplace, can be a powerful and effective management tool.
You know the old saying: "You can lead the horse to water, but you can't make him drink." In this case, you may not have to lead employees to water, just honestly explain why the water is important. They'll find it, drink it, and figure out a way to make it easier for others to drink as well.
After you explain to employees why this is important, within a week it will probably be ordered over the Internet and delivered within 24 hours. And you won't have to move. On the other hand, if you lead them by the hand too often, and too directly, they'll simply find another place to drink.
Management styles need to adapt to the growing influx of Gen X managers. But is this really so different than modifying a marketing plan to a changing market? If you're willing to give your Gen X managers and employees true equity in the process of growth for your organization, you will reap rewards well beyond your expectations.
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