Thank you all for your responses, both written and scratched into the side of my car (kidding). I appreciate you participating in the dialogue and am glad that so many of you are moving this conversation forward. A special shout out to Mrs. Slater, my high school English teacher who claims the Transgenerational title and corrected a grammatical error in the title of my last post. She simply wrote... It's Lying not Laying. I love and appreciate her. LOL. Thanks Mrs. Slater. My friend Amy Knapp took a few days to process the subject matter of Boomers, Xers and Gen-Y. She offers great insight and good solutions. I encourage you to continue engaging others in conversation around this topic.
Amy's Response:
I went round and round on this, thinking of it from my own work experiences, to a business/economic/political viewpoint and every other which way. I've settled on just making some few next comments to play the conversation forward. As the financial picture remains bleak, the Wall Street Journal talks about 80 year-olds in the workplace and the demographers point out that the centennials (yes! people 100 or older) is the fastest growing population cohort, it does seem that multi-generational misunderstanding and conflict will be a constant in our workplaces going forward.
I know you heard from plenty of Boomers who pointed out that they need to work not just for personal fulfillment (which they could theoretically find many outlets for) but also for financial reasons—and I know you respect that, especially since you X’ers and Y’ers will end up supporting us through increased taxes if we don’t earn our own way. But organizational vitality is a real issue, multi-generational workplaces are challenging and human potential is precious. There is a lot of conversation about integrity/compliance/transparency/regulation in the air right now, but just as importantly for the economy to flourish, we need to practice meritocracy more consistently in the workplace. Meritocracy implies competition and competition implies winners and losers, however we spin it. Meritocracy is the only way to end workplace discrimination (and discrimination is ultimately the waste of human potential) and it is a critical part of improving business or organizational performance in support of a healthy economy and free society.
So, if you think you are better qualified to take the lead than your Boomer boss or your Boomer board—you need to compete for the right to step up. I’m suggesting more than just doing your job well, you need to actively work for the job you want, even if it means that in the pursuit of your dream and through an honest contest to lead, you push someone aside. I have all kinds of career advice on this—having been both victor and vanquished in my 30 years in corporate America, including many years at the levels where this is a blood sport. I don’t think this culling of the heard needs to be ruthlessly Darwinian if we think about organizations and human potential differently. I believe there is a natural tipping point where most people evolve from wanting to learn and master and get gold stars for our personal achievement (even as we’re wise or graceful enough to acknowledge the team) to wanting to teach and to leave a legacy as a part of a team with a record of achievement.
We need to find ways to mainstream, institutionalize and respect training and talent development. Like, what if there were CEO/Executive Director Emeritus roles that were half the pay, full benefits, off to the side in terms of line responsibilities, but active and respected contributors in some defined and meaningful way—constituency relations, strategic planning, Gen Z talent development, whatever. I don't have a "put so and so out to pasture gracefully" notion, I have a let's capitalize on what so and so is best at, limit him/her to that and let a new leader step forward.
Career pathing has always sort of ended at the zenith with a fantasy retirement party and gold watch. For all kinds of reasons that model is dead. We need a new model where people are in the right place for them and for the organization. Similarly, we need to find ways to bring fresh and multiple perspectives to the table and not let the human assets of any organization be under-utilized. Like, what if you took your most talented Gen Z employees and invited them to the Board strategic planning retreat or what if some big important project had different levels of staff assigned to it. We need to mix it up. If we think of our organizations as other than hierarchical pyramids, we can find ways of using people of whatever age who bring the right perspective/experience for the task at hand.
Anyway, Le, I just need to thank you for all the thought you give the world around you and for prompting the rest of us to reflect, too!
Amy




