{"id":52230,"date":"2017-06-25t05:01:37","date_gmt":"2017-06-25t09:01:37","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=52230"},"modified":"2024-08-14t11:27:17","modified_gmt":"2024-08-14t15:27:17","slug":"call-change-open-letter-generation","status":"publish","type":"post","link":"\/\/www.g005e.com\/2017\/06\/25\/call-change-open-letter-generation\/","title":{"rendered":"a call for change: an open letter to each generation"},"content":{"rendered":"

\"three<\/a>drop the preconceptions and start working as a team.<\/strong>
\n<\/em><\/p>\n

by jennifer wilson
\nbridging the gap<\/a><\/em><\/p>\n

much like siblings, multiple generations working at the same firm often bring entrenched points of view and strong biases that have at least some basis in truth. dropping these notions may be uncomfortable and require a conscious effort, but will benefit the firm as well as individual relationships within it.<\/p>\n

with three distinct generations in the workplace today, the impacts of generational differences are phenomenal. firm leaders are challenged to balance and blend each generation\u2019s unique historical context, motivators and somewhat differing values systems to create a unified team and a sustainable firm.
\n
\nto ensure that the generations coexist and collaborate, it is helpful to understand the differing perspectives and to encourage each workplace generation to have empathy for the others. in addition, firm leaders should encourage all team members of every age to give up their resentments and old stories about the other generations and focus on teamwork.<\/p>\n

this article is intended to be an open letter to members each of the three generations at work, honoring the differing perspectives and (strongly) suggesting changes each generation should make to create a higher functioning, more inspiring and productive workplace.<\/p>\n

if you feel yourself resisting these suggestions, remember the wise words of engineer and consultant w. edwards deming: \u201cit is not necessary to change. survival is not mandatory.\u201d<\/p><\/blockquote>\n

to the baby boomers (born from 1946-1964)<\/strong><\/p>\n

as a baby boomer, you are likely to hold a partner or manager title and be in a position of authority in your firm. entrepreneurial and hard-working by nature, you and your peers gave birth to many of the firms that exist today and drove the automation of the profession\u2019s business processes and communications with the advent of the pc. thought of as disruptive and lazy by your superior for wanting to use a spreadsheet instead of a 10-key or pencil, you were a change agent in your time.<\/p>\n

unfortunately, you have settled into middle age or retirement age and have started to act like the \u201cold guys\u201d you used to ridicule for not using email or printing it to review. you complain about your young staffers being too attached to their mobile devices, \u201cwasting time\u201d on social media (which is as revolutionary a communication tool as email was for you), wanting to \u201ctake shortcuts\u201d and more. it\u2019s a pity that you don\u2019t see that the millennial professional (born after 1981) is your echo \u2013 a direct reflection of your younger self \u2013 so that you might encourage the disruptive innovation and wonderfully entrepreneurial ideas these young people have.<\/p>\n

further, if you\u2019re an older baby boomer, you may be distracted with ideas of retirement, winding down or pursuing outside interests like grandchildren and travel \u201cbefore it\u2019s too late.\u201d or you may be complacent with your station having finally arrived, paid off your predecessors and settled into your leadership and the \u201cbig dog\u201d role. many baby boomers i meet want to rest for a while at the summit. but alas, the market is changing \u2013 and changing fast \u2013 and rest is not an option.<\/p>\n

as a leader in your firm, you must give up your comfortable, safe rut and drive some very challenging changes in your practice. these challenges include:<\/p>\n