Five Significant Inter-Generational Relations Blunders

Firms are struggling with the generational divides because they make these blunders:

1) Assuming that people of other generations have the same work life goals and objectives as you do.

While the generations share the desire for meaningful, stimulating work and opportunities for growth, the younger generations are very serious about having a life outside work and searching for 'balance.' Their dual-centricity can benefit a firm, but managers need to be open to reinvention of traditional work structures and rewards.

2) Not recognizing the crucial need for orientation and dialogue among the generations on expectations, communication style, and work style ' upfront.

This only sets up individuals for frustration. Generational differences in work styles, communication, acceptance of change, flexibility, views on authority and loyalty, and expectations create troubling perceptions that are difficult to change later.

3) As a manager, expecting desired results and loyalty from Generation Y using a 'sink or swim' approach.

Generation Y is used to a lot of attention and needs guidance, structure, and feedback to work effectively. If they don't get it, they'll disengage and walk, confident they'll find something better.

4) Accusing another generation of an 'entitlement mindset' when each generation is guilty of that in its own way.

Who is the 'entitlement generation'? Generations X and Y have been charged with expecting high pay, wanting perks and extra attention, and demanding flexible work arrangements. Boomer partners, however, insist on high compensation regardless of market conditions, even if they have to fire associates to sustain it. Too many think nothing of saddling associates on short notice with late night and weekend work assignments.

5) Not recognizing the implications of differing views on teamwork.

Boomers think team commitment means we all work until the work is done. Gen X identifies a unique role for each team member, who is done when his or her task is done. And Gen Y is accustomed to working in teams but asks, 'What's in it for me?' Cross-generational teams need to set their own ground rules upfront.

Bonus Blunder: Assuming Baby Boomers are on their way out of the picture.

First of all, the Boomers are still in charge in most organizations. Many of them don't want to let go, and they will reinvent their roles to stay active. Their knowledge and skills are still needed. However, their continued presence leads to upside down reporting relationships, which bring new complexities to the work.

Phyllis Weiss Haserot is the President of Practice Development Counsel, a business development and organizational effectiveness consulting and coaching firm working with law firms for more than 20 years. A special focus is on the profitability of improving workplace inter-generational relations and on transitioning planning for Baby Boomer senior partners and the next generation. (www.nextgeneration-nextdestination.com). She is the author of The Rainmaking Machine (West Legalworks, 2007). Reach her at 212-593-1549 or [email protected]. URL: www.pdcounsel.com. ' Phyllis Weiss Haserot, 2006

Firms are struggling with the generational divides because they make these blunders:

1) Assuming that people of other generations have the same work life goals and objectives as you do.

While the generations share the desire for meaningful, stimulating work and opportunities for growth, the younger generations are very serious about having a life outside work and searching for 'balance.' Their dual-centricity can benefit a firm, but managers need to be open to reinvention of traditional work structures and rewards.

2) Not recognizing the crucial need for orientation and dialogue among the generations on expectations, communication style, and work style ' upfront.

This only sets up individuals for frustration. Generational differences in work styles, communication, acceptance of change, flexibility, views on authority and loyalty, and expectations create troubling perceptions that are difficult to change later.

3) As a manager, expecting desired results and loyalty from Generation Y using a 'sink or swim' approach.

Generation Y is used to a lot of attention and needs guidance, structure, and feedback to work effectively. If they don't get it, they'll disengage and walk, confident they'll find something better.

4) Accusing another generation of an 'entitlement mindset' when each generation is guilty of that in its own way.

Who is the 'entitlement generation'? Generations X and Y have been charged with expecting high pay, wanting perks and extra attention, and demanding flexible work arrangements. Boomer partners, however, insist on high compensation regardless of market conditions, even if they have to fire associates to sustain it. Too many think nothing of saddling associates on short notice with late night and weekend work assignments.

5) Not recognizing the implications of differing views on teamwork.

Boomers think team commitment means we all work until the work is done. Gen X identifies a unique role for each team member, who is done when his or her task is done. And Gen Y is accustomed to working in teams but asks, 'What's in it for me?' Cross-generational teams need to set their own ground rules upfront.

Bonus Blunder: Assuming Baby Boomers are on their way out of the picture.

First of all, the Boomers are still in charge in most organizations. Many of them don't want to let go, and they will reinvent their roles to stay active. Their knowledge and skills are still needed. However, their continued presence leads to upside down reporting relationships, which bring new complexities to the work.

Phyllis Weiss Haserot is the President of Practice Development Counsel, a business development and organizational effectiveness consulting and coaching firm working with law firms for more than 20 years. A special focus is on the profitability of improving workplace inter-generational relations and on transitioning planning for Baby Boomer senior partners and the next generation. (www.nextgeneration-nextdestination.com). She is the author of The Rainmaking Machine (West Legalworks, 2007). Reach her at 212-593-1549 or [email protected]. URL: www.pdcounsel.com. ' Phyllis Weiss Haserot, 2006