Navigating the Generation Gap

     Many EMS managers are struggling with a new workforce challenge that has snuck up on them: For the first time ever, the workforce is populated with four distinct generations working side by side. Each has needs different from their managers' and unique ideas about their ideal workplace. How can you satisfy them all? By understanding and managing to each of the generations.

WHO ARE THE GENERATIONS?
     The oldest of the four generations populating today's EMS workforce is the Traditionalists, or Veterans. You may hear them referred to as part of the "Greatest Generation." Next come the Baby Boomers—at 80 million strong the largest generation ever, they make up much of today's upper and middle management. The third group is Generation X, a comparatively small generation; they are also often called slackers, after Richard Linklater's movie of the same name. Last is the generation just entering the workforce, known as the Nexters or Millennials. Another larger generation, these young workers are like none before them.

     As we proceed, we'll focus on three of the generations—Boomers, Gen X-ers and Millennials—and understand why they are the way they are, and how to manage them effectively. While unique in their own right, Traditionalists make up a small segment of the emergency services workforce and will not be discussed in detail.

WHAT SHAPES THE GENERATIONS
     Much of whom we are is shaped by events that occur in the first 20 years of our lives. These events shape our values, outlooks and attitudes.

     The largest generation ever, the Baby Boomers were born at a time of war and matured in a period of engagement in the Korean and Vietnam conflicts and the arms race. At the same time, they were present for great change that included the civil rights movement, women's liberation and the space race. Because there were so many of them, Boomers were the first to have "plays well with others" on their report cards. Unlike their parents, they approached the world as filled with opportunities.

     Immediately following the Boomers came one of the most interesting and underappreciated generations: Generation X. Born after the introduction of birth control and as women began sharing the role of breadwinner, this generation was much smaller and included many more single-child families than before. Significant shapers included being one of the first generations to experience widespread divorce and being raised as "latchkey" kids. Generation X-ers lived through a time where trust in government was in question due to scandals like Watergate and Iran-Contra. There was also great instability, with an energy crisis and an economic bust occurring as they entered the workplace.

     The most recent generation making its way into the workplace, Nexters or Millennials, is larger than the one before, but just as unique. Raised by Baby Boomers who were largely more involved than their own parents, these kids have had more at their disposal than any before. Their parents shuttling them from ballet to soccer to flute lessons resulted in the creation of the minivan and the idea of "soccer moms." They grew up watching television and using computers and, believe it or not, have led heavily scheduled and stressful childhoods. These kids were the first to fear violence in schools. Their specific needs and workstyle are just starting to impact the EMS workplace.

     Understanding the events that shaped the formative years of each generation will help a manager appreciate what works best for each individual in their organization.

VALUES
     When I ask managers about their workforces, many assert that today's workers have no work ethic and are not as loyal to their employers. Sadly, this opinion is widespread. In reality, each generation comes to work with a set of values that dictates their motivation and work behavior, and it's not as much the presence or absence of work ethic and values, but how congruent they are with the management culture in which they work that determines success.

     While Traditionalists don't play a major role in the EMS workforce today, they were influential in the early development of EMS and its adaptation of traditional hierarchal organizational structures. Traditionalists are heavily service-oriented and function from a perspective that you work hard, follow the leader and sacrifice for the company. This notion still influences the way many of today's managers view EMS organizations.

     Boomers, who were many of the early providers who helped EMS grow up and ultimately became today's leaders, carried forward some of these ideals, but added some new aspects. With their sheer numbers, they approached work more competitively and with a desire to get credit for what they did. Boomers value hard work, but with that comes a strong focus on achievement and a need to be recognized.

     When Generation X-ers entered the workforce, they created a major paradigm shift. A much smaller generation, they were used to functioning independently. With an edgy, pessimistic outlook and having watched their parents work long hours, X-ers have a deeper appreciation for the need for life balance and a more casual and enjoyable work environment. In addition, the significance of their work is important. If they don't understand the "whys" behind what they're doing, they will struggle to commit. When X-ers are connected with their work, they are highly independent and driven.

     The Millennials entering the workforce today are very different. Having grown up with involved parents and scheduled lives, they value strong leadership to direct them in their work. They appreciate work that lets them feel they're making an impact on their world. Our understanding of this group is still being shaped by ongoing research and experience with them.

     Each generation comes to the workplace with a strong set of values. It's important not to look at one generation as better than another, but rather as different. If you manage to what's important to each generation, their values can complement each other and strengthen the organization.

GENERATIONAL MANAGEMENT 101
     As managers, our tendency is to practice and perfect our preferred approach through trial and error. Once we find a style that feels comfortable and seems to work, we do everything we can to be consistent. Usually the approach we settle on is the one that works best for our generation and what we learned from managers we've worked under. That's a good approach—unless the majority of the people we manage are from a different generational mind-set, and our style clashes with their needs. What follows is a brief description of the good and bad attributes of each generation as workers and how they look at key areas of work like training, feedback and rewards, careers and life balance.

     Often cited as the first generation to go to college, Boomers, as a whole, are very achievement focused and have worked long hours to reach their career goals. Boomers may work well in teams. On the negative side, they can be too focused on position and status symbols like corner offices, parking spaces, titles and perks. Boomers are also known as the self-help generation and may embrace pop management methods, but struggle to implement them. Boomers make up most of today's EMS managers.

     Generation X-ers are independent and like to work freely, but will come back often looking for feedback to ensure they are on course. They do not respond well to micromanagement. Gen X-ers can be hard workers and really driven in projects they're invested in. The key is to help them discover the "whys" behind their work, allow them some autonomy to do it, then provide feedback to help them stay on course.

     Raised with technology, the Millennials/Nexters are computer savvy and expect to be technically up to date. Skilled at multitasking, they can balance a mobile data terminal, 12-lead and electronic patient care device and still hold a conversation.

     Millennials were raised by Baby Boomers who tried to be involved parents and do everything for their children. This resulted in a generation used to a heavily scheduled life, but also requiring outside assistance to meet its demands. Shunning competition and the need for winners and losers in life, Boomers lobbied for something less stressful for their children: They eliminated things like honor rolls at school and added awards for many types of accomplishments. Some feel this has watered down the drive of the Millennial generation, making them overly sensitive to the results-oriented work environment.

     By now, you are probably beginning to see these traits in people working around you. The more you understand and appreciate the special needs of your workers, the better able they are to achieve success, maintain their work enjoyment, and ensure efficiency and harmony among workers born at different times.

TRAINING
     Generations each have special needs when it comes to their training and what they need to learn.

     Boomers entered the workplace at a time when training and development were rising in importance. Having a competitive life always focused on the next challenge, they can benefit from training that helps them learn to work well with others and think more strategically about how to meet their goals—especially financial. Ironically, while they are consumers of the self-help library, they can have difficulty putting what they read into action, and may benefit from coaching in these areas.

     Starting with Generation X, continuous development became an essential job requirement. Whether growth occurs through exposure to new experiences, working with an experienced mentor or sitting through an educational program, X-ers report training as critical to their employment choices and a key factor in their job satisfaction. If an X-er feels their personal professional growth has become stagnant, their eyes begin to wander.

     Millennials are not much different. Having had the Internet most of their lives, they are used to having knowledge at their fingertips at all times. They need to learn constantly, but they also have the advantage of consuming it in a number of formats, including electronically. Remember to keep everything brief and scannable—like a Web page!

FEEDBACK AND REWARDS
     Have you ever heard a colleague say "No news is good news" when it comes to feedback from superiors about their work? This is a very Traditionalist view. For them, satisfaction is in doing a job well, and an absence of feedback from the boss means you're on track.

     The competitive bent of Boomers changed this approach to work, and as they became managers, Boomer workers saw the introduction of objective annual pay-for-performance appraisals, certificates and awards, and the use of medals and other insignia to symbolize superior performance. This met their personal needs, but not necessarily those of their workforce.

     Generation X-ers and Millennials have less need for ceremony and tokens. Instead, they are starved for feedback. Managers need to be focused on offering constructive feedback and encouragement at every turn so it can be used to redirect their work successfully. If you don't, your workers will feel underappreciated, even if they do have some kind of "attaboy" file somewhere. For X-ers and Millennials, the best reward is autonomy, freedom and meaningful work.

CAREER, JOB CHANGE AND RETIREMENT
     Traditionalists looked at careers pretty simply: Find a good job, work hard for the same company (changing employers is a stigma) and, after a long career, retire. Boomers carried much of this view into their generation, except they viewed job change as potentially putting you behind, rather than creating a stigma. For them, a job change only occurs if it elevates you to a new level. If not, you work internally to climb the ladder.

     As the Boomers turn 60, many are starting to retire and learning they can't live the way their parents retired. For starters, many didn't plan well and still need income to pay the bills. This is especially true as we live longer. What's more, many Boomers are acting as caregivers for their parents while at the same time trying to push their own 20-something kids out of the nest. Boomers are finding retirement less of a well-deserved rest than the next chapter in their work life.

     Generation X-ers and Millennials look at career paths very differently. For them, job change is essential because it's the only way they can gain the skills they need to succeed. One difference between the two is that X-ers tend to change upward, where Millennials may be content moving laterally to grow. This is important to understand because these generations are more comfortable jumping ship to meet their needs than sticking it out with an organization that may not provide it. Neither generation is fixated on retirement needs, but they are smarter about financial planning than previous workers and appreciate any help an employer can offer.

WORK/LIFE BALANCE
     The average American now puts in 200 more work hours per year than in 1973, and works an average of nine weeks more each year than our peers in the industrialized nations of Western Europe. Much of this occurred throughout the Baby Boomers' professional careers, and they've struggled greatly with creating a workable balance. It has resulted in rising rates of stress, obesity and heart disease and contributed to an increased divorce rate among the generation.

     X-ers grew up watching Boomers struggle to meet the demands of work and life and took a very different view of what's important. While they will work hard, they enter the workplace with an expectation that balance is essential. These are the people who made the workplace fun again. If work becomes too overwhelming, it's not surprising to see a Generation X-er pull out of the situation and redirect their life to better match their priorities or values. Organizations that don't recognize and address their balance needs run the risk of unnecessary turnover. This is especially true when Boomers are managing X-ers through their own work/life lens.

     Millennials grew up with heavily scheduled lives and are quite functional in such an environment. Guidance is important in helping them manage their time effectively and not get overly stressed facing all their activities within and outside the workplace. They will demand nonwork time that allows for other activities.

CONCLUSION
     Managers today need to be conscious of the implications of a cross-generational workforce. Applying a one-size-fits-all management approach is a path to frustration. Take the time to learn what each generation needs and attempt to manage everyone equitably. Your employees will appreciate it, and you will be amazed at what a great organization you will eventually be leading.

Bibliography
Lancaster LC, Stillman D. When Generations Collide: Who They Are, Why They Clash—How to Solve the Generational Puzzle at Work. New York: HarperCollins, 2003.
Sanders E. Overworked Americans are urged to find a balance. Boston Globe, Oct 24, 2003.
Zemke R, Raines C, Filipczak B. Generations at Work: Managing the Clash of Veterans, Boomers, Xers, and Nexters in Your Workplace. New York: American Management Association, 1999.

David M. Williams, MS, is the senior associate at the EMS/public safety consulting firm Fitch & Associates (www.fitchassoc.com). Dave is a frequent speaker and author. He is currently completing postgraduate work researching EMS organizational systems. Contact him at dwilliams@fitchassoc.com.