Regardless of what generation(s) you have in your organisation there are some things about leading change that are the same - Knowing the outcome you want; Understanding and creating compelling reasons for the change; Communication; Leadership who walks the talk; Paying attention not just to the work (systems, structure, processes etc.) but all the supporting elements that make change sustainable (rewards, decision-making, behaviour, information). How you go about all of this is will determine how successful you are at engaging your organisation in the change required.
Let's look at some interesting and important differences between the generations*. Baby boomers (late 40's and older) work ethic is all about building a career, they are the 'workaholics'. They value collaboration and participation. It's not just about engaging the mind you need to engage their heart as well. They are motivated by th e contribution they make and their career development. To effectively lead them is to be authentic and provide recognition.
Gen 'X' (early 30's to mid 40's) employees like work-life balance. They value achievement, thrive on change and being entrepreneurial. They are motivated by continual learning and development; flexible work arrangements and believe that extra results should equal extra pay. To lead them is to involve and empower them.
The millennials must learn and be kept interested. They value inclusiveness, consensus building and optimism. They are motivated by the meaning of work, lifelong learning, a chance to contribute and to move up the ladder. To lead them is to engage them in decisions and to use people skills.
What does all this great information tell us about leading change across different generations? That one size does not fit all! It means we need to put more effort into matching these different needs in communicating change, engaging t he organisation in the change and empowering them to be part of the change. Perhaps it's not more effort but rather more focused effort e.g. instead of repeating the same message and having more of the same types of meetings in an effort to engage it means having potentially different ways of delivering the message and maybe even different highlights that you share.
Leadership today requires more behavioural flexibility then ever before to be successful. Leaders need to know and understand not only the differences between generations but also the different ways employees learn; are motivated; work; and communicate. Then they need to be able to match that (when appropriate).
Successful change begins with a great vision that employees can associate with and believe in. It's followed by really compelling reasons they should be part of (or lead) the change from both a business and personal perspective. Then it's about communicating the right messages to the right aud ience at the right time (and continuously). That's how it starts. Taking into consideration the different generations you have in your organisation while doing this sets things up nicely.
Knowing what you know, what will you do differently?
*Source: The Heart of Coaching by Thomas C. Crane
Conventional change management suggests addressing behavioural and attitudinal changes by putting in place four basic conditions will improve success rates: a) a compelling story, b) role modelling, c) reinforcement systems, and d) the skills required for change. Statistics based on this are low, why aren't they better? Where do you start? The contents of Change, It's Up To YOU - A Leader's Guide to Creating Lasting Organisational Change will show and support you in successfully implementing the "change" you need!
This book will change the way you think about change
http://www.palmerhiggsbooks.com.au/change-it-s-up-to-you-ebook.html