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There’s a lot of attention on the multiple generations in the workforce – traditional, boomers, GenXers, and Millennials. Strangely (but maybe not) I seem to relate to them all. I long for the community, civility, and village-like social constructs of my parent’s generation. The social activist in me is true boomer. I’ve grown weary of the corporate environment and like the GenXers, neither work to live nor live to work. And like the millennials, I’m a sponge. I want to learn, see, and do as much as I can. If you’re older than me, I see you as a potential mentor.
So why are we putting each other into more categories? Yes, we are all products of the times in which we were nurtured. But given that the world is getting smaller, this is all so US-centric. Teaming up a 30-something from San Francisco with a 30-something in Jakarta and a 30-something in Perth on a multinational project is no prescription for success, innovation or creative tension.
Let’s keep our perspectives of people, teams, and leadership open. It’s nice to be able to successfully predict behaviors and outcomes based on generations. If you’re success rate is better than .500, why not? But that brings to mind the recent TV commercial that questions how good is “probably”? Prescriptive strategies for leading and coaching multiple generations feel like a big “probably” to me. I prefer to think that the only strategy is the development and appreciation of relationships, whatever the vision, demographic, situation or generation. Don’t analyze it so much. Just go there. Now.