Discussions around generation syndromes for various letters – X, Y, Z – have long been going on. It’s not about which letter you’re in or what you’re called. There’s a very simple and natural phenomenon: older generations struggle to accept and understand newer generations. This is a constant; it’s not happening for the first time. The difference between old and new, and the challenges it brings, varies from country to country, even from city to city, depending on the specific circumstances, culture, and openness to the outside world. Even within the same city, this situation manifests itself at different times in different sectors, but sooner or later, it inevitably emerges.
One of the most significant areas of conflict presented by this time around, at least in corporate life, is the use of power. Long-held hierarchical structures and the over-use of positional power are repulsive and meaningless to new generations. Chains of command and rigid rules are becoming obsolete, while personal values, mutual respect, and collaboration are gaining ground. In other words, prescribed rules must now be replaced by intrinsic values. Managers who fail to recognize this will be unable to achieve sustainable productivity and dedication from these new generations.
Young employees expect respect, role modeling, and values from their managers. They want them to develop themselves, respect them as individuals, and listen to their ideas. If you’re managing such a team and want them to do a good job for you, you won’t need to command them; you’ll need to explain, listen, train, and coach. They’ll need to value you as an individual. In other words, you’ll need to draw your strength from your personal capital. Is that too much to ask?
For managers currently struggling to grasp these differences, the message is simple: The qualities you saw and valued in the generation that appointed you as a manager are not enough to garner the dedication and leadership of the generation you lead today. If you cling too closely to the qualities that brought you to where you are and resist the change required by new generations, you will inflict heavy costs on yourself and, more importantly, on your organization, that will be painful in the future.
The good news is this: if you can identify what resonates with you in this new approach, what aligns with your values, and if you genuinely want to adapt to this trend, change and adaptation are possible. However, for this to be a lasting and natural change, it must come from within, and you must be its driving force. No matter how much training companies provide for their employees, the benefits derived from the training are limited first by the trainees’ internal commitment to change and second by the extent to which the company offers a framework suitable for change.
If you’re a manager experiencing these challenges, my humble advice is to start by getting to know yourself and your values, and then figure out which of your values align with the new expectations I mentioned above. If you’re an employer, when providing training to your employees, choose training that they can apply while grounded in their core values.
Nil Kalagoglu, December 9, 2016
Exintus™ Coaching 