By Ron Zemke, Claire Raines, Bob Filipczak
This all-new variation of the seminal ebook on navigating the multigenerational place of work takes a clean examine a growing to be problem, now exacerbated by way of the youngest staff. With their micromanaged childhoods and tech addictions, Gen Yers require consistent feedback-frustrating for the Me iteration that can't allow cross of the highlight, and stressful for Gen Xers, sandwiched among the 2. So how are you going to lead this motley team with their usually incompatible paintings ethics, values, and kinds? Generations at Work lays naked the explanations of clash, and provides sensible guidance for handling the diversities, together with: in-depth interviews with individuals of every iteration; top practices from businesses bridging the iteration hole; particular counsel for every iteration on easy methods to deal with the others; and, a box consultant for mentoring GenerationY. For an individual suffering to regulate a group with other ways of operating, speaking, and pondering, Generations at Work is the reply.
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Additional info for Generations at Work: Managing the Clash of Boomers, Gen Xers, and Gen Yers in the Workplace (2nd Edition)
Perhaps because their lives are a less complex balancing act now—most of their kids left the nest quite some time ago—they feel less rushed. And, of course, they never had the “you-canhave-it-all” ethic so prevalent among the Boomers. They know that, in fact, you can’t have it all—that duty comes before pleasure; that hard work and sacrifice pay off over the long haul; that success comes quietly without a lot of self-aggrandizing hype and lip service. Where They Work Attracted to security and stability, many went to work originally for big companies and government.
Retire? Consult? ” —motto of the seabees T hey are the generation whose vision and hard work built the foundation of the world we live in today with all of its inherent challenges and paradoxes. 1 They did indeed have “a rendezvous with destiny” as Franklin Roosevelt so aptly put it. They shook off the Great Depression and rejuvenated a failing economy. They fought a world war and hammered out a lasting peace. They built a durable global infrastructure of highways, bridges, and dams. They built a space program and landed a man on the moon.
Not only are managers having a hard time turning over information and decisions, but the average nonmanagerial employee is reluctant to get involved in many of the more challenging parts of management—like appraising the performance of fellow workers. And, when push comes to shove, most everyone likes to have someone to blame for the myriad of things that just aren’t right—and bosses make perfect targets in the blame game. Thus the most enduring workplace legacy of the Traditionalist Generation is likely to be the old style command-and-control leadership they learned in war, modified for peacetime—particularly manufacturing—and believe in their hearts is the only sane way to organize work—and society.
Generations at Work: Managing the Clash of Boomers, Gen Xers, and Gen Yers in the Workplace (2nd Edition) by Ron Zemke, Claire Raines, Bob Filipczak