New Ways To Lead

Gen X vs. Gen Y

At some point, it seems that each new generation finds itself placed in the unceremonious role of being critiqued by the previous one which, primarily due to age and often times sheer will, is in the position of byline holder and self-knighted insightful cultural critic. Today is certainly no different. In fact, one can barely begin to type within the good ol’ Google search box before being presented with a slew of stories about how “difficult” it is to work the Millennial, how problematic they are and 3-5 easy steps they need to take to become more “acceptable” to the previous generation that, by the way, didn’t seem to get it all right either. Much like the film, “Groundhog Day” in which actor Bill Murray keeps reliving the same day until he finally begins to starts re-examining his life and priorities, it seems each generation perpetuates such a ritual hoping to bend the new one to its ways without much time to really ponder new ways of actually collaborating in a ground-breaking manner. Perhaps we’re missing something.

As an expert is examining social change as it converges with popular culture and emerging technology, and the impact of this on business and governance; I’m becoming more and more interested in this push-pull effect between Gen X and Y in the workplace not only because it so prevalent but also because it speaks to a larger macrotrend in society.

On the one hand, we have the Millennials who are said to think that they are “special,” and, thus, expect to be treated as such. They have also grown up with a collective mindset and one that has deep social interests and connection. They seem to be trying to re-define success, priorities and communication style. On the other side, we have Gen X which is described as savvy entrepreneurs who are basically loners.

If either definition is remotely true of each demo, is it any wonder that the Gen X business owner is challenged by the style of his younger employees and vice-versa? I began thinking about this when I noticed that there were a number of recent lawsuits by interns who felt they should be paid. Heck, I remember when I was an intern; and I was happy to get a stipend for the subway ride to and from that high-rise office in Manhattan.

But I honestly can’t front on interns who are strong enough to stand up and say that they should be compensated a bit more financially. Here’s where it gets interesting, though. When publishing giant Conde Nast was confronted with such a lawsuit, they actually decided to simply close its intern program altogether. Interns and shaping the next publishing creative be damned! Mom and dad said, “end of discussion.”

Similarly an accomplished partner at a digital agency that provides supports for prominent political campaigns recently told me at a bar that they simply get rid of younger employees who can’t seem to handle to workplace environment and hire someone “around 28-30” instead who can. No doubt, it’s challenging to try and take into account social norms and disruption when a little thing called running a company is on the line, but are we doing ourselves a disservice by not considering near- and far-future implications of a my-way-or-the-highway style?

Might this friction give way to a new type of position within companies that somehow bridges the gap between HR, new employees and those running the show? Do we need some form of this in the workplace to help with sub-cultural differences? Perhaps we can benefit by a referee-of-sorts between those initially weaned on analog and those who communicate almost solely in emojis?

Even countries have ambassadors to help with translations and cultural differences. After all, what do we lose by continuing to hire and re-hire? What more do we lose by shutting certain age-groups and experience levels out, altogether?

I’d actually not be surprised if the next level in corporate culture development is wildly creative. Forget nap rooms, game rooms and title-free, brightly designed offices that we think are so edgy now. The real next level of thought-leadership in corporate environment just might not consist of manifestos containing 3-5 easy ways to become part of the generation that didn’t get it right either, but rather we might just see a type of entry-level incubator-of-sorts within an established business not necessarily to develop new tech-related products and services, but to develop new employees not just on their terms, nor that of the employer but that of a more combined, innovative manner that actually could contribute to the building of not only a great business but a great society.

This approach would certainly take time, money and creativity; but the dividends could well be worth it. The time it takes to train new people and write manifestos could be utilized in a more productive manner. Likewise, so could the time it takes to organize suit of one’s place of internship. Clearly no one has all the answers just yet but in a new, leaderful era where flux is the new norm; thinking differently and adapting may be the key to the survival of the fittest, no matter which generation because knee-jerk response and futile repetition of finger-pointing just doesn’t seem to be cutting it any longer.

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