25 Sentences that define a generation

The worst thing a doctor could do is to prescribe a ‘one size fits all’ to everyone who walks through the door, without a prior examination. We’d suggest that a similar approach would be equally problematic when working across generations.

One size does not, as they say, fit all.

The next 25 ‘sentences’ describe a generation born in the 70’s and 80’s, commonly known as Generation X (Xers).

These 25 sentences will go a long way to assist you in your encounter with a generation that, if you aren’t one of them, you possibly have difficulty understanding.

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Developing virtual teams

One of the biggest trends in the world today is the rapid development of communications technologies. There have been booms and busts a plenty, promises and failure to deliver, as well as major advances and revolutions. As we enter the 21st century, advances in our ability to stay connected to each other offer some of the greatest opportunities ever to reconfigure the way we live and work. It couldn’t come at a better time. A new generation of staff and customers are demanding some of these adjustments � now, for the first time, we have cheap and easy access to the technology that will make these adjustments possible. 24/7 operations, total flexi-time, telecommuting, remote hubs, home offices, virtual teams � all these are now technically possible. But its not as simple as just buying the laptops and PDAs, installing the software, and saying, ‚Go for it‛ to your staff. They will require a very different set of skills and attitudes if they are to really succeed.

Most developed countries around the world have moved quickly in the past five years to make broadband Internet access readily available. The price of this access is coming down dramatically. In South Africa, where I live, it was announced a few weeks ago that on 1 Feb 2005, we will, overnight, move from one of the most over-regulated telecoms countries to one of the least regulated. Anyone will be able to offer any service, to anyone, at any price. The implications are staggering. Telephone call costs should drop dramatically (we may even get free local calls within a few years). True broadband will be introduced, at an affordable price. 3G technology will arrive on our cellphones, mainly allowing video content into the palm of your hand. VOIP (Voice Over Internet Protocol, or telephone via your computer) will be legalised. It is nothing short of a revolution in South Africa. Its more than catching up with the rest of the world � its an opportunity to leapfrog.

But the technology itself is no guarantee of success. Unless people use it correctly, it could in fact backfire and produce less efficient and less effective teams and individuals. Companies don’t seem to take the development of skills to work in a virtual team seriously enough. They seem to assume that people will somehow just develop them. Our experience shows us that this doesn’t happen. Often, the technology gets blamed. And in many cases, the move to virtual teams is reversed. This is often a decision of older management, frustrating the younger team members. A generational divide emerges, with long term detrimental effects on the company.

Jack Welch, the legendary CE of General Electric, had a similar problem a few years ago when the Internet, cellphones and email hit companies. He solved it by insisting on a programme of reverse mentoring. Simply put, he required all his older managers and executive team to meet regularly, one-on-one, with 20-something staff members, with the express goal of the younger person teaching the older person how to use the emerging technologies. They discovered that there was much more value than simply technology training in these relationships � but that’s a different story, for another time.

The point is that right now we have an opportunity to move to a new evolution of corporate organisation and behaviour. But its going to take effort, energy and commitment from everyone involved. Here are some lessons that we’ve learnt from our own company’s virtual workplace (we have no offices and everyone works from home, with laptops and cellphones � that’s over 30 people across 4 continents and multiple time zones).

Get Your Mind Right

As you can imagine, we rely a lot on virtual communications – email, email forums, online chats, cellphones, SMS (texting), etc. We understand that these forms of communication are not actually ideal – neither for relationships nor efficiency. They can be frustrating â€? sending emails into a void, missed calls, lack of focus â€? these are just some of the problems. But its better than the alternative â€? that we don’t communicate at all, or that we have to all move to one geographic location. So, we recognize the limitations of our choice of communication style. This acknowledgement is critical to the success of virtual teams, and can help to reduce tensions (by realigning expectations).

We have also recognised that we need constant development. Some of the team need to learn the technology, others the etiquette, many the language (BTW, just sent this FYI, NN2R, etc) and most of us the boundaries. If you feel you’re not up to speed on the use of the technology, SAY SO. You will only frustrate yourself and everyone else if you don’t.

Sort Out Your Technology

The technology is imperative. We have had to upgrade people’s cellphones, laptops and internet connections (ADSL is our current standard, though we can’t wait for broadband). We have had to standardize our software (same version of the operating system, and same version of the office suite we use, as well as the same versions of all communication software � this is as much for support as it is for usability). We also constantly watch the world of software development � especially open source and free software. One of the finds of the year so far has been Skype (www.skype.com), which is the best piece of VOIP software ever created, and its totally free of charge.

Meet for Meetings

Whatever Internet chat software you use (and once you’ve tried Skype, you’ll never use anything else!!), the danger is that it is just used as a quick connect tool. If someone is online, you’ll buzz them and chat. That is unhelpful, and intrusive. It can be fun and a light break, like a colleague popping into your office for a 5 minute chat. The problem is, online chats tend to go on for longer, and you get sidetracked sometimes, too. Rather use Skype (or phones) for specific meetings. To make them most effective and efficient, be sure to confirm a date and time for the virtual meeting (don’t forget timezone issues). I would also suggest sending an email to outline the content of the meeting – an agenda, in fact. This allows for time to think and prepare, rather than just getting off the cuff comments. In other words, book time to really interact, rather than relying on the chance interaction. Skype allows up to 5 people to chat at the same time. You can do the same with conference calls at relatively cheap prices.

If you commit to a virtual meeting, treat it as a “real” meeting (it is!!!). Put it in your diary. Guard it. And if you can’t make it, tell someone. In other words, all the ‚normal‛ rules of office and meeting etiquette apply! Somehow, when people go virtual, they often forget this â€? simply missing virtual meetings, and forgetting about reports and interactions.

24/7 and TimeZone Hell

Don’t forget that in a virtual workplace, everyone works weird hours, and that most people are never “at their desks”. Make sure you make no assumptions about timings of stuff (meetings, interactions, deadlines). And don’t forget to factor in time zone issues if you’re a globally diverse team. I suggest you fix your company clock to GMT, or some default time zone, and make sure you know how far ahead or behind everyone else is (don’t forget to factor in daylight saving where appropriate). Most virtual workers work late nights â€? these are good times for meetings, by the way.

Using the Phone

If you phone and get a voicemail – leave a DETAILED message. Never just say, “Please phone me, there’s something I need to talk about”. Give details, so the person can start to process, and also can judge the urgency of the request. As the receiver of phone calls, don’t be scared to ignore the phone. Most people cannot ignore a ringing phone â€? if that’s you, either train yourself to do so, or just switch it to vibrate, or even silent. As a virtual worker, YOU get to decide when you’re available to accept a call. And don’t get upset if others call screen you â€? you don’t know what’s happening to them at the very moment you phone. Leave a message, or better yet, text them.

Use SMS more. Most virtual workers leave their phones on all the time – and then just switch to silent in meetings. They can often SMS during a meeting, even when they can’t chat.

No-one knows where anyone else is. If you can’t find Bob, don’t phone Mary to ask her where Bob is. Leave a message for Bob â€? he’ll get back to you when he can. If he never gets back to you, there’s a message there for you.

Email

This is a huge topic on its own, and we’ll cover it next month. Look out for it at http://www.tomorrowtoday.biz/article.

Get Your Attitude Right

Virtual teams rely on trust a lot. So, firstly, don’t cry wolf. If something isn’t really urgent, don’t try to get people’s attention or get a quick answer by labeling it urgent. Keep ‚urgent‛ for when it really is. Secondly, don’t make your problems someone else’s. Its too easy to spread the stress around a virtual system � especially by simply CC’ing everyone on email. You’ll read next week that I have an email rule � if I am CC’ed a mail, and my name isn’t at the top of the content of the email, I just delete it, unless I’ve got time to waste. Don’t waste anyone’s time! You get a reputation very quickly in a virtual workplace, and its tough to ever change that later. Thirdly, if you’re not sure, ASK.

IF IN DOUBT, ASSUME THE BEST. DON’T QUESTION ANYONE’S MOTIVE. Remember that virtual communication is difficult – it takes away subtle expressions, innuendo and all facial features and body language. Communication is lost – hugely!! Maybe as much as 75% of the total communication even when talking by phone, and 90% if typing. Don’t assume that someone meant to insult you. Or that they’re an idiot. Assume the best. Be forgiving and understanding.

Know Yourself, Know the Others

The virtual workplace relies quite a lot on people being self-aware, and of understanding different personality types. To be honest, normal team environments need this as well, but its easier to get by with deficient human interactions in a face-to-face situation. When we move to a virtual environment, we lose much of the mask that body language offers, and we’re thrown into an environment where knowing self and knowing others is the only way to survive relationships. In our company, we rely a lot on the Enneagram as a basic starting point for understanding each other (see http://www.tomorrowtoday.biz/enneagram). We know what happens to other team members when they get tired, we know when to tell each other to go to bed, we know when to ignore others (there are some times you have to wade through emotional baggage to get to the real issue), and we know when someone needs help, perspective, and encouragement.

In that sense, I truly believe that moving to a virtual workplace has enhanced the relationships at TomorrowToday.biz. We get together reasonably often, and cherish those times � but they’re often not about work, because we get 3 days work done every 24 hours, on average. That’s the promise, and challenge, of the virtual workplace.

Remember, we’re pioneers here.

PS

In March 2005, TomorrowToday.biz is running a series of conferences to address issues around the Virtual Workplace. Details of these public events is available at http://www.tomorrowtoday.biz/events/0503-virtualworkplace.htm.

Overturning Generational Karma

In his book, Mind the Gap, Graeme Codrington states, ‚it is cultural events, cataclysmic happenings and so on that affect a generation‛. In order to better understand generational theory, he goes on to comment, ‚‌countries need to work out significant dates and events in their own history‛ (p.17). I would argue that working out significant dates is not enough. We need to work them out, analyse them and learn from them. If we do not do so, the evils of Generational Karma will continue. Let me explain…

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Are we really only ‘Human Resources’?

Why are we struggling so much to keep our bright young things? Why do all our efforts aimed at coaching and mentoring programmes just not seem to produce the benefits we hoped for? Why is our BEE programme failing? Where are the supposed results that our team building sessions would have delivered? We have the latest state-of-the-art performance management, job evaluation and incentive systems but still it feels as if motivation is lacking! Why pay so much for all these HR stuff when it doesn’t really work??

In last month’s e-zine Keith Coates touched on a very hot topic: Why, in a world where harnessing people’s full potential has become more crucial for business success than ever before, have HR Departments become more irrelevant than ever? Keith explored the fact that we are rapidly moving into a business environment that increasingly puts emphasis on who we are, rather than what we sell � meaning that the business that can most effectively attract, develop, nurture and retain talent, will have a definite edge. But why, then, is it still so difficult for us to manage our ‘human resources’?

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Fatherhood, Leadership and Organisational Dynamics

Despite decades of emancipation and supposed equality for women, we still live in a world dominated by the patriarchal worldview of preceding centuries. One of the consequences of this situation is that our leadership models and structures in organisations are still predominantly patriarchal. This pattern may be more clearly understood if we look at it in light of who most people viewed as their first leader, their father.

Most Boomers and Silents grew up in homes where Dad was the boss and presided over the family affairs as the benevolent patriarch. As these generations grew out of babyhood into childhood, through adolescence, and eventually into adulthood their primary reference point for leadership definition was how Dad would’ve acted in the same situation. As they became leaders in the workplace, and community, they instituted this same frame of reference in the structures and organisations they built. The same, however, cannot be said for the generation that followed them.

The next generation [Generation X] grew up in a different world. The ‘broken home’ was endemic, and with it, the lack of father figures. One of the unexpected consequences of this scenario is the loss of that initial leadership role model. We have a generation, the vast majority of whom, have missed out on a style of leadership interaction, that those before them took for granted.

There are two immediate consequences relevant to most people who will be reading this article.
1. The modern workplace is the melting pot of these three generations. We have two generations who are currently exercising their leadership roles using paradigms that they understand and grew up with. However the third generation, the people they are leading, don’t share that paradigm at the most basic of levels.
2. As children interacting with their fathers the boomers and Silents didn’t only learn from their example of leadership. The more critical learning many people gained was understanding the dynamics of good ‘followership’. In the world we live in, we have limited scope for exercising leadership, but everyone is expected to follow someone else almost constantly.

The fatherless generation don’t understand the paternal leadership paradigm, and frankly they don’t care for it. For many of this generation Mom was both mother and father, but the reality is, that despite her best efforts Mom can never be Dad. So we have two groupings within the fatherless generation; one group who have little understanding of paternal leadership and the corresponding followership dynamics, and a second group who have a warped understanding of these dynamics. The skills that this group developed to cope in this environment made them a self-reliant and self-led group. Consequently, they don’t need traditional leaders and leadership structures to get things done � much to the chagrin of those designated to lead them.

The current patriarchal / paternal leadership model in organisations is irrelevant to the fatherless generation because they simply cannot relate to the expectations and assumptions associated with it’s structures. It is consequently understandable when those presently in leadership positions beat their chests in frustration when trying to lead this group. The leaders can’t lead effectively, because the followers don’t know how to follow‌..in the way the leaders expect them to.

There is, furthermore, an additional complicating factor. Many of the members of the fatherless generation are now becoming parents themselves. In the workplace this group don’t know how to follow, and at home they are battling with the concepts and requirements of leadership.

In the previous generation’s household Dad was #1 and Mom was #2, and nobody questioned it. If there was a decision to be made, what Dad said went. As the fatherless generation has married, or entered into long-term relationships, they have built spousal structures that are more egalitarian in their decision-making and authority processes. Now, as they are becoming parents they have several issues they are grappling with:

“ They have no paternal leadership reference. Men battle to understand what it means to be a father. Women battle to understand how they are to relate to their husbands, and partners, as the fathers of their children.
“ With no reference point they turn to their peers for guidance. The problem is that their peers are in exactly the same boat. The amazing thing is that rather than becoming a case of the ‘blind leading the blind’ it is actually developing into a ‘two heads are better than one’ scenario. These peer groups are co-developing a new leadership model by trial and error, and in so doing are creating new parenting leadership paradigms.
“ Building on the principles of equality they had in place in their relationships before parenthood, they are developing a leadership style where both Mom and Dad are #1.

The implications for the workplace of this second trend are significant. Not only do this group of individuals not understand the present leadership paradigm, they are going through a significant struggle within themselves to be the leaders they want to be in the place where it matters most, at home. If they seem a distracted and conflicted group of people, that is because they probably are.

For those in leadership who are looking for answers on how to work with this fatherless generation I wish I could provide the answers that you are looking for, but I can’t. As the father of a 13month old little boy, I am one of those fatherless people trying to build something new. The only advice I can dispense is this.
“ Realise that the way you think about fatherhood, leadership and parenting isn’t shared by those younger than you. The rules are changing and if you want to have effective followers, it is probably a good idea to relook at the assumptions you bring to your role and execution of leadership.
“ In your mentoring and coaching, understand that this group of people don’t understand the world you grew up in, or even the world you live in today. As a fathered generation we can learn from you, but in order to do that effectively it is critical that you assume less, engage honestly, and listen more.
Raymond De Villiers is a consulting futurist, with professional studies in subjects ranging from Mechanical Engineering to Theology. He is currently completing a Masters in Philosophy in Futures Studies at the Institute of Futures Research at the Stellenbosch University Business School. He is recognised as a creative and lateral thinker, able to combine wide-ranging resources to craft unique solutions. He has worked with many of South Africa’s large corporates, assisting them to develop their people strategies and futures planning.

Downshifting – Changing the gears

Tired of the constant pressure of corporate life Bruce decided he no longer needed this kind of life. With no dependents he and his wife sold-up house and business and moved into a rustic coastal cottage they now call home. Turning to what they love, voluntarily dabbling in a variety of ventures of their choice and simplifying their lifestyle will be the new context in which they life and work.

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Part I – Loyalty and Security

‚We can’t keep our bright young things‛. This is the common complaint of businesses around the world at the moment. Today’s new generation of employees and customers seem to flit around from company to company, with no sense of loyalty at all. The older generations, who grew up believing that you should ‚get a good job in a big company and stay there‛, and the Boomers who have spent most of their working careers ‚paying their dues‛ and working up the corporate ladder, often get quite upset about these youngsters coming through. Bridging this generation gap is critical to any company’s success in the 21st century.

Part of the problem is that people have not changed their worldview, even though the world itself has radically changed.

The old worldview was linked to the old employment contract. The old contract was simple: an employee came into an organisation and accepted the values of the company, bought into its vision and mission, and sold the company’s products to the company’s customers, using the company’s systems, vocabulary, methods and processes. In other words, the employees made themselves virtually unmarketable anywhere else, which wasn’t a problem since the company offered employment as long as they wanted it. The employees paid their dues, working like slaves for a few years in order to be fast tracked up the company structures. In return, the company guaranteed that there would be management positions available a few years from now.

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All I wanted was a hug

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Seven lessons from a BYT resignation letter

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The Great HR Paradox: A thought bullet for CEO’s everywhere

Never before has ‘HR’ (Human Resources) been so redundant within the corporation; yet paradoxically, never before has it been more needed.

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Generations and Culture around the world

Updated on 1 December 2009

TomorrowToday is one of the world’s leading generational consultancies. An important part of our suite of services to clients is an understanding of the generation gap, especially focussing on how to attract, retain and nurture the “bright young things”. Our approach is based on multiple sources of research and practical application, including access to the originators of generational theory, Neil Howe and William Strauss, who work out of the USA. We have also done our own extensive research, and have access to country-specific data for South Africa, New Zealand, Mauritius, England, Russia, Hungary, Estonia, Iran, Chile, Australia, China, Japan, the USA and an increasing number of other countries. Our application to different countries is constantly expanding. You can see where we have presented on different generations here.

There is general global acceptance of the general tenets of generational theory (see an intro to the theory here). There are some specific critiques emerging from certain marginalised cultures within middle class countries (especially from the inner-city African-American communities of the USA), but these are largely critiques of the application of the theory, rather than of the theory itself.

One of the most frequently asked questions about generational theory is whether it applies to non-Western cultures, especially to people living in developing countries. In Africa, for example, there are some people who question the theory’s applicability to black cultures. Many question its applicability in China, the Middle East and Eastern Europe.

There are a number of responses to these concerns.

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From dust to dust

This has been a subject that I have wanted to write about for some considerable time. Somehow though, I have been procrastinating as it seems, well‌ so mundane. I mean let’s face it, an article about the role and execution of “the corporate conference” is hardly likely to have scriptwriter clambering for the rights to transform it into a Hollywood blockbuster. But my pen (well you know what I mean) can be idle no longer after being subjected to yet another conference fiasco.

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Bring back the 60’s (or not)

In a speech on 19 July 2004, the British Prime Minister, Tony Blair, blamed the 1960s for many of the social ills besetting Britain at the moment. As he announced his government’s renewed efforts to deal with crime, he declared ‚the end the 60s liberal consensus on law and order”, blaming the swinging 60s for today’s epidemic of crime and anti-social behaviour. Summarily dismissing the Baby Boomers’ favourite decade is a risky political strategy. Is he serious?

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Volunteers not employees – Watch this space

Written by Graeme Codrington, Barrie Bramley and Keith Coats.

It stands to reason then that those people who work in, and have a clear understanding of, the volunteer-based organisation, are in a unique position to be able to provide resources and advice to the corporate world at the start of the 21st century.

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Seven bribes for severance brothers

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Savvy Leadership

‘Savvy’ is described as ‘knowing what to do, when to do it and why you are doing it’. Seeking then to preface the term ‘leadership’ with ‘savvy’ becomes something of a no-brainer. With this understanding of savvy, which leader today wouldn’t want to be known as a ‘savvy leader’? However, to better understand savvy leadership we need to turn to an unlikely source‌the world of horses. But to set the scene let me rewind a little to a conversation I had a couple of months ago.

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Stress is not the enemy

Some people thrive under pressure, others wane � why? Sustained high performance demands physical, emotional and mental strength. To keep all three in peak performing condition, executives need to learn what world class athletes already know: Recovering energy is as important as expending it.

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The problem with team building

Written by Barrie Bramley & Keith Coats.

Most leaders have failed to recognise the real value of ‘team building’! It’s not that they’ve taken their teams to the wrong places or engaged in substandard activities, it’s that they’ve allowed their focus to stop before the finish line, and therefore missed what it’s all about.

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