The four generations of Silents (born circa 1920’s – 40’s); Baby Boomers (born circa 1940’s – 60’s); Gen X (born circa 1960’s – 80’s) and Gen Y or Millennials (born circa 1980’s – 00’s) are modern labels given to the four generations we find currently in our wider workplace.
There has been much ado about managing, engaging or working with these distinct generational types.
They are spoken of as though their types have never existed before, and that they are unique and therefore need careful study, management, engagement and consideration.
There is now even a class of consultants who specialise in Gen X and/or Gen Y!
Perhaps predictably, complexity has been created around them – much as there is around the gender issues – which I tackle in my next blog post.
But wait!
William Strauss and Neil Howe in their book The Fourth Turning published by Broadway Books in 1997, examined each consecutive generation over a 500 year Anglo American history.
They discovered that there are indeed four distinct generational archetypes that cycle continuously, and claim that they are true for all Anglo/European originating societies, and always in this order:
The Artist – born in a Crisis; enters young adulthood in a High, midlife in an Awakening, and elderhood in an Unravelling – as are 59 million Silents (circa 1920’s – 40’s) and perhaps those being born now!
The Prophet – born in a High; young adulthood in an Awakening; midlife in an Unravelling; elderhood in a Crisis – as are 76 million Babyboomers (circa 1940’s – 60’s)
The Nomad - born in an Awakening; young adulthood in an Unravelling; midlife in a Crisis; elderhood in a High – as are 55 million Generation X (circa 1960’s – 80’s)
The Hero - born in an Unravelling; young adulthood in a Crisis; midlife in a High; elderhood in an Awakening – as are 77 million Generation Y (circa 1980’s – 00’s)
So what do we do about this?
I assert this:
- Be unconditionally respectful to the individual, regardless of generation.
- Engage individuals as individuals – learn about them - don’t make one size fit all.
- We all require a range of conditions and motivations that have been proven over time to work – see Herzberg’s Dual Theory.
- Realise that effective relationships and leadership requires meaningful engagement with individuals first, then the unique group.
I coach and develop leaders from all generations and both genders. I don’t label them by their generation or gender. I learn about them as individuals.
Only then can I enrol them to influence others beyond my personal reach.
What do you think?
