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<p>Preface xiii</p> <p>Acknowledgments xv</p> <p><b>Chapter 1 The New Workplace Reality 1</b></p> <p>The Changing Nature of Leadership 4</p> <p>The Changing Role of the Manager 5</p> <p>The Changing Role of HR 8</p> <p>The Changing Role of the Employee 10</p> <p>Building on These Changes 11</p> <p>Notes 12</p> <p><b>Chapter 2 Defining the Generations 13</b></p> <p>What the Experts Say 15</p> <p>The Big Three—and a Newcomer 16</p> <p>Generational Characteristics 21</p> <p>The More Things Change 21</p> <p>Notes 23</p> <p><b>Chapter 3 Fostering a Culture of Inclusion 25</b></p> <p>The Business Case for Diversity 28</p> <p>The Role of Company Culture 29</p> <p>Overcoming a Negative Culture 32</p> <p>Creating an Age-Diverse Culture 33</p> <p>Notes 37</p> <p><b>Chapter 4 Setting the Stage for Great Performance 39</b></p> <p>Goal Setting 42</p> <p>Evaluating Employee Performance 46</p> <p>You Get What You Reward 52</p> <p>Senior Leadership versus Peer-to-Peer Recognition 53</p> <p>The Basics of Recognition 55</p> <p>Intrinsic Motivators 56</p> <p>Career and Development Recognition 57</p> <p>Notes 60</p> <p><b>Chapter 5 Being an Inclusive Manager 61</b></p> <p>The Benefits of Inclusion 63</p> <p>Breaking Bad Habits 64</p> <p>False Thinking of New Managers 65</p> <p>Lead by Example 65</p> <p>Don’t Emulate Bad Managers 66</p> <p>Promoting Respect 66</p> <p>Innovation at Both Ends of the Spectrum 68</p> <p>Managing Workers Older Than You 69</p> <p>The Consequences of Not Being Inclusive 70</p> <p>Notes 71</p> <p><b>Chapter 6 Promoting Growth Opportunities 73</b></p> <p>The Power of Effective Delegation 76</p> <p>Empower Your Employees 79</p> <p>Accommodating Different Learning Styles 80</p> <p>Experiential Training 82</p> <p>Establish a Mentoring Program 84</p> <p>Notes 84</p> <p><b>Chapter 7 Managing Differences in Work Ethic 87</b></p> <p>Defining Work Ethic 90</p> <p>The Importance of Mission to Millennials 92</p> <p>Connecting Company Mission to Social Goals 93</p> <p>What Managers Can Do 94</p> <p>What Companies Can Do 96</p> <p>Notes 97</p> <p><b>Chapter 8 Managing Different Work-Life Balance Expectations 99</b></p> <p>The Birth of Work-Life Balance 101</p> <p>Work-Life Blending versus Balancing 102</p> <p>Performance versus Face Time 103</p> <p>Managing Flexibility 105</p> <p>Managing Virtual Teams 107</p> <p>Notes 109</p> <p><b>Chapter 9 Managing Differences in Career Development Planning 111</b></p> <p>Expectations of Career Development by Generation 113</p> <p>Using Career Development for Succession Planning at All Levels 116</p> <p>Five Easy Steps to Creating a Career Plan 117</p> <p>Creating a Company-Wide Development Program Specific to Leadership 119</p> <p>Creating Your Own Career Development Plan 122</p> <p>Notes 124</p> <p><b>Chapter 10 Generational Give and Take 125</b></p> <p>Communication Is Key 127</p> <p>The How and When of Communication 128</p> <p>Appreciating the Contributions of Youth 131</p> <p>Valuing the Wisdom of Age 132</p> <p>Promoting Positive Interactions 133</p> <p>The Challenge of the Young Leading the Wise 135</p> <p>Notes 136</p> <p><b>Chapter 11 You as the Motivating Force 137</b></p> <p>Expectations of Today’s Manager 139</p> <p>Focusing on You 141</p> <p>Finding a Mentor 143</p> <p>Moving from Tactical Doer to Strategic Thinker 145</p> <p>Notes 147</p> <p><b>Appendix A Case Study - Chegg 149</b></p> <p>Background 149</p> <p>Benefits 150</p> <p>Company Culture 150</p> <p>Physical Work Environment 151</p> <p>Recruiting 152</p> <p>Summary 153</p> <p><b>Appendix B Case Study - Consultants: Leadership Development Services LLC and RGP 155</b></p> <p>Interviewees 155</p> <p>Leadership 156</p> <p>Flexibility 158</p> <p>Work Ethic and Style 158</p> <p>Benefits 159</p> <p><b>Appendix c Case Study - Electronic Arts 161</b></p> <p>Background 161</p> <p>Company Culture 162</p> <p>Career Development 163</p> <p>Recruiting 165</p> <p>Summary 165</p> <p><b>Appendix d Case Study - Hy-Ko Products 167</b></p> <p>Background 167</p> <p>Benefits and Recruitment 168</p> <p>Career Development 169</p> <p>Summary 170</p> <p><b>Appendix E Case Study - TECT Corporation 171</b></p> <p>Background 171</p> <p>Recruitment 172</p> <p>Company Culture 172</p> <p>Career Development 173</p> <p>Summary 175</p> <p><b>Appendix F Case Study - The Andersons 177</b></p> <p>Background 177</p> <p>Company Culture 178</p> <p>Physical Work Environment 179</p> <p>Career Development 180</p> <p>Benefits 181</p> <p>Summary 181</p> <p>About the Author 183</p> <p>Index 185</p>

<p><b>VALERIE M. GRUBB</b> is founder of the consulting firm Val Grubb & Associates Ltd. She is an innovative, visionary operations leader with an exceptional ability to zero in on the systems, processes, and human capital issues hampering a company’s success. During her career, she served as vice president of strategic operations and initiatives at NBC Universal and played a key role in creating both Oxygen Media and IAC. She is the author of <i>Planes, Canes, and Automobiles: Connecting with Your Aging Parents through Travel. </i></p>

<p>All managers must learn the science and art of getting work done through others, and the most successful leaders know they’ve never learned it all because our world keeps changing. Difficult economic times, longer life spans, and shifting demographics are just some of the factors altering the face of today’s workforce, which now spans four generations. <i>Clash of the Generations</i> gives managers, senior leaders, and human resource professionals instructive insight and authoritative guidance for effectively meeting the needs and expectations of team members in every stage of their careers.</p> <p>Whether you’re preparing to lead your first team or have led an entire organization for decades, you’ll benefit from this eye-opening examination of the working generations, which systematically defines each age group by the lifetime experiences shaping such core beliefs as work ethic, work-life balance, and long-term career goals. With clear caution against stereotyping people by age, this well-grounded work offers valuable insight on the dissimilarities and commonalities among workers of different ages. Through up-to-date research and illustrative, empirical examples from the author’s own extensive experience, a clear picture emerges with such positive revelations as: <ul><li>Old habits—not old people—kill innovation, and pairing veteran workers with younger ones has proven to spur innovation at many companies.</li> <li>Learning is a lifelong pursuit, and motivating senior team members to develop their skillsets is just as important as mentoring new and mid-career members of the team.</li> <li>Employees and managers worry about job stability, and taking part in developing individualized career plans for your talent is a critical way to retain them.</li></ul> <p> Step by step, this everyday guide outlines how to create a workplace culture in which everyone can maximize his or her contributions to the organization. Keep it at your fingertips for when you need advice on best practices for keeping multigenerational cooperation in mind when setting goals, giving feedback, and distributing rewards; confidently allowing a flexible work schedule that maintains productivity; strategically using communication methods to build unity; and many more tasks and concerns. Finally, you get insiders’ perspectives from a diverse cross section of leaders who successfully manage multigenerational workplaces in a variety of industries. Turn age difference into an asset with <i>Clash of the Generations.</i>

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