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The Generation X stereotype is that those born between 1966 and1978 are lazy, anti-authority slackers with an ultrashort attentionspan and absolutely no loyalty to their employers. Sound harsh?That verdict was loudly echoed in a recent survey of small-businessowners. A stunning 65 percent said Gen X's work ethic is worsethan that of prior generations, with 49 percent contending Gen Xsimply isn't willing to work hard, according to Cleveland-basedsmall-business lender Key Corp.
Is this sweeping put-down accurate? Not according to the manymanagement experts who insist Gen X workers are top quality andhighly educated (more have attended college than any priorgeneration). More important, "These are the employees who arecoming into the workplace," says Rebecca Haddock, a careercounselor at the University of San Diego. Since these aretoday's--and tomorrow's--workers, you've got to learnhow to motivate Gen X for best results.
Small-business owners who have learned how to handle Gen Xersare profiting as a result. "If you allow slackers to work foryou, that's what you'll get. But I don't have anyslackers on my payroll--my people all work hard," says DenisePagura, owner of Dublin, Ohio-based Northern Lights Tree Farms, aChristmas tree grower and multistate retail operation that employssome 50 Gen Xers in peak seasons. "Set your standards highenough, and many will rise to meet them."
"They will work very hard and very long hours if you managethem properly," agrees Pamela Hamilton, founder and presidentof Collaborative Communications Inc., a Cambridge, Massachusetts,public relations agency. Hamilton says 12 of her 13 employees areGen Xers, and "it is a challenge to manage them, but if youdo, you'll get terrific results."
Motivating Forces
A big hurdle, according to Hamilton, is that the age-oldmotivational carrots--loftier job titles and more pay--won'twork magic with this group. "What gets these folks up in themorning is very different from why baby boomers woke up. They arenot interested in climbing the conventional job ladder. Offer theman extra $10,000 per year, and they won't necessarily hopjobs," says Hamilton. "What's critical to Gen Xers isfeeling they have an impact on what the business is doing. Titlesdon't matter to them, but job responsibilities do. They reallywant to feel as though they are contributing."
These different motivators link directly to the big goof mostmanagers make when handling Gen Xers: Don't view and treat themas a young you, says Richard Thau, executive director of New YorkCity-based fiscal policy advocacy group, Third Millennium, andco-author of Get It Together by 30 (Amacom). "Tobelieve this generation is like its predecessors is wrong, butthat's a common mistake baby boomers make," says Thau.
How is Gen X different? A key difference is that "thisgeneration prizes its individuality," says Thau. Proof ofthis: Many Gen Xers even deny they are part of a generation--whatthey want to be is individuals, period. And that shapes how theyneed to be managed. "Management has to recognize them aspeople with individual needs. You shouldn't try to force-fitpeople into the same mold," says Thau.
Case in point is flextime--Gen Xers thrive on it. "I tellmy staff I need at least 40 hours a week of hard work, but theyhave a say in what hours they work," says Thau, who managesthree Gen X employees. Ditto for dress codes. Gen Xers often have aflair for the unusual in appearance, and when it doesn't impactthe work, why make it an issue?
Mind you, Thau is not urging disruptive behavior be condoned,but when there's room for flexibility, bend a little. Thepayoff can be immense, he promises: "Provide a degree ofchoice, and members of this generation flourish."
The Parent Trap
The other big goof with Gen Xers is "parenting us,"says Melissa Daimler, a 27-year-old career coach in New York City.It's understandable that many managers parent youngerworkers--"many have children of their own that age,"Daimler says--but it's no way to inspire an employee toachieve. "Many managers don't even realize it, but theydon't trust young workers to do the job without directsupervision. That causes resentment among Gen Xers."
Worse still, parenting Gen Xers backfires because there is astrong anti-authoritarian streak among them. "The old businessrule was `Do what I say because I'm the boss.' Thatdoesn't work with this generation," says Barbara Fagan, amanagement consultant in Healdsburg, California. "Gen Xerswon't follow a rule until they understand and value it forthemselves." That puts the onus on management to explain the"what" and "why" of decisions and rules--GenXers insist on a lot more communication than prior generations--butwhen management is committed to ongoing employee education andinvolvement, Gen Xers respond positively, says Fagan.
"They are desperately looking for somebody to help guidethem through the business process," Fagan continues."They don't want you to do the job for them--or tell themexactly how to do it--but they respond to a manager who says `Letme show you how to play to win.' The leader who can communicatein that vein will get the loyalty of this generation."
More specifically, Daimler suggests, "check in regularlywith your Gen X employees. Don't check to see if they are doingthe job right--that sends the wrong parental message--but check into see if they need any support or guidance."
Then, too, whatever you say to Gen Xers, plan to stick by it.They quickly turn on a boss who doesn't walk the talk:"You have to do what you say you'll do," says Fagan."If a Gen Xer sees underhanded conduct, he'll absolutelyreject that authority figure. But if he sees personal integrity,he's behind you 150 percent."
Myth And Reality
What about the legendary short attention span of Gen Xers? Thelabel isn't false, says Haddock--"this is the MTVGeneration"--but is it all bad? Maybe in a slow-movingcorporate behemoth it's a negative, but in a thinly staffedentrepreneurial business where workers wear many hats, this traitmay be a plus. "Generation Xers thrive with multitasking andare happy doing three things at once," says Haddock. "Ajob with plenty of variety keeps them challenged."
Another knock against Xers is that they flit from job to job."If they feel challenged and valued, they are satisfiedemployees," counters Fagan. "If they don't,they're out the door. This is a high-energy generation thatbores easily. It's a challenge to keep them engaged." Butkeep heaping challenges on Gen Xers, and, more often than not,they'll rise to meet them. This is a very talented, highlycapable group.
Sound like good news for a small business? There are still morepositives: "Gen Xers don't want to be just cogs in thewheel. They want to get recognized for what they do," explainsHaddock, who says the anonymity of much work in Fortune 500companies is a real turnoff for this generation. "They want tofeel valued and want to know how they fit into the company'sbigger picture."
In fact, when it comes to hunting for top Gen X job candidates,"an entrepreneurial environment is a recruitingadvantage," says Haddock. "The entrepreneur can competefor and get very good Gen Xers, including those who have put in afew years on a big company's payroll, because they really wanta place where they can shine--and for many, a small business isthat place."
Robert McGarvey writes on business, psychology and managementtopics for several national publications. To reach him online withyour questions or ideas, e-mail rjmcgarvey@aol.com.