By Mark Essle
A YPO member since 2001
Senior director of the São Paulo office of A.T. Kearney
We often hear of skepticism and resistance faced by young chief executives who manage employees who are older and more experienced than they are. Yet it is just as likely for more experienced leaders to have difficulties managing younger employees, as more companies are betting on younger workers with greater digital literacy, mobility and online connectedness.
This dynamic is likely to continue for years to come not only in Brazil, but also in all areas of the world where a dearth of skilled labor and inadequate pension funding and retirement savings tend to keep senior executives in the workforce for longer periods of time.
Regardless of age, today’s leaders must maneuver in an increasingly faster and interconnected world where information and business cycles are measured in days or even hours. The question is, how do you lead subordinates where there is a substantial span over generations?
The generation gap has been the topic of much discussion. Typically, these groups are referred to as Baby Boomers (born between 1946 and 1964), Generation X or “GenX” (born between 1965 and 1980) and Millennials (born between 1981 and 2000). Baby Boomers appreciate a clear set of rules, a corporate workplace, organized schedules and in-person meetings. Their younger colleagues are less preoccupied with schedules or rules and more focused on delivering results. Leaders born before 1965 are likely to hold vision and alignment sessions and corporate events where everyone participates and wears the proverbial uniform, reminiscent of the tribal rituals of our ancestors. GenXers have more tolerance for differing points of view and allow flexibility in the workplace to accommodate the unique personality of each associate.
Mark Essle
The tensions created by these differing management styles are not always trivial. The situation is aggravated even more by the entry of the Millenials to the labor market, bringing with them a more casual, questioning style, often with little appreciation for hierarchies. The challenge for leaders is to effectively work with, and manage the expectations of, these three generational cultures co-existing within the same company: the Baby Boomer who may not be comfortable with the more assertive style of Generation X or the GenXer who does not relate to the detachment of the Millennial. How is one to direct this orchestra? Consider these ideas:
- The devil is in the details. The modern leader should (and must) heed the details. Get into the far reaches of the business. For example, for those working in retail, go to the stores, and listen to the customers, the vendors and the employees at the cash register. Adjust your radio frequency to pick up everything. When surrounded by three generations of managers, you risk not getting the bad news in time! With your finger on the pulse of the business, however, you will hear what is going on and someone will come up and say, “Hey, we might have a problem. …”
- Ask questions. These days, hierarchies are less rigid. Bosses do not so much dictate as direct the work of each professional by asking key questions. In this way, the younger executives are motivated and empowered to make the necessary adjustments. To be capable of stimulating and mobilizing professionals from three generations, leaders must be able to guide each individual according to his or her own idiosyncrasies. Bosses that try to centralize power, regardless of their age, quickly lose their places in companies. Ask questions first, then delegate and empower — this should be the new mantra.
- Lead by example. Leaders must embody the change they want to affect in their companies. A leadership style that suits all three generations is one that articulates a clear vision (valued by Baby Boomers), sustains a meritocracy (important for GenXers), and engages in frequent and direct communication (appreciated by Millennials).
How about you: How will you lead your team today?
Mark Essle is a member of the WPO São Paulo Chapter in the Latin America Region and senior director of the São Paulo office of A.T. Kearney, an international management consulting firm. This story first appeared in the July 2014 Ignite newsletter. Members can access the newsletter here.