Some believe values leadership is one more program catering to the concerns of baby boomers. But the boomers are not the only ones looking for meaningful work; the search for purpose is even more pronounced for Generation X.

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Bridging the boomers and Gen X’s values gap

Today there is a movement sweeping corporate America, a return to the importance of values in leadership. Businesses’ growing interest in values is not altogether altruistic. It is driven by an authentic need to attract and use the talents of a shrinking and increasingly independent workforce.

For many companies, the effort to create meaning at work grew out of repercussions of “rightsizing” which resulted in a dispirited and disloyal workforce. Some believe values leadership is one more program catering to the concerns of baby boomers. But the boomers are not the only ones looking for meaningful work; the search for purpose is even more pronounced for Generation X.

Hard bitten business veterans place values leadership squarely into human resources “warm fuzzies” training. But in the ongoing war for talent, values can become a powerful tool for recruitment and retention. Company values can provide a common ground, a foundation on which to work towards a shared purpose.

Employees come into your organization with their values largely shaped, but companies can benefit by communicating their values and connecting them to leadership. For Gen X, work may be the only place they get values training.

As leaders we face the challenge of connecting company values to a diverse workforce. To attract, retain and motivate very different generations of workers, we must understand their unique perspectives and the national events that shaped their values. To maximize performance, the generations need to work together in harmony, bridging the generational divide through shared values.

From baby boom to bust

The baby boom began in 1946 when the World War II veterans came home and lasted until 1964, when the birth rate began to decline. There are 76.8 million baby boomers; an enormous population bulge which is still being digested. The youngest of the boomers are just now hitting their stride, turning 36 this year. They are at their peak earning, power and parenting years. At age 56, the oldest of the boomers are entering their pre-retirement years. Boomers in the middle are facing empty nests and issues of maturation and mortality.

It is Generation X, born 1965-1978 with a population of only 52.4 million that gives the boomers the most headaches. The boomers complain that Gen Xers have no work ethic, are disloyal and self-centered. We gripe that they expect to rocket to the top, to enjoy all the perks of power, money and prestige without paying their dues. We whine that they don’t respect their elders - then clap our hands over our mouths, amazed that we sound just like our parents – amazed that we have become someone’s elders. We smugly predict Gen X will morph into our boomer likeness once saddled with mortgages and family obligations, just as the hippies turned yuppies in the 1980s.

Of course, people don’t fall into tidy categories. They refuse to be neatly defined and packaged by the media. Rather, the generations overlap. Even a few years difference in birth date affects perceptions. Attitudes wash over from one generation to the next.

The combination of maturing boomers, soon to start retiring and the significantly smaller Gen X presents a dramatically shrinking workforce. When the economy improves, the talent wars will continue for many years. The Harvard Management Update predicts that U.S. labor markets will remain relatively tight for the next 20 years. To recruit and retain the best of Gen X we must speak to and support their values.

Gen X – working to live

Gen Xers are unwilling to sacrifice life and family for a career. They are not willing to climb the corporate ladder when they feel the rungs are crumbling. They work to live, not live to work, valuing leisure time, recreation and family above career success, promotions or transfers. A study by Gross and Scott found that Gen Xers see little value in material possessions for which their parents worked, preferring to spend more time with friends and family. They would prefer to finish in second place if it meant having more time for recreation, travel and non-career goals.

This generation has a strong desire to balance work and life for a better quality of life. They will push for a compressed work week, flex-time, telecommuting, leaves and sabbaticals to juggle family responsibilities.

A September 2001 study, by Catalyst, of 1,300 Gen X professionals asked which of the following values and goals were extremely important. The results:

To have a loving family. 84%
To enjoy life. 79%
To obtain and share companionship with family and friends.72%
To establish a relationship with a significant other. 72%
To have a variety of responsibilities. 22%
To earn a great deal of money. 21%
To become an influential leader. 16%
To become well known. 6%

Gen X demands interesting work and needs daily praise and recognition. Since they don’t believe in climbing the ladder, they want to make a difference from day one. We must give them a tool kit of skills, offer up-to-date training to make them more marketable during the next downturn.

We must tap into their talents and give them timely and constructive feedback, including our expectations for a strong, consistent work ethic. This doesn’t mean the boomers should pander to Gen Xers’ every passing fancy. It does mean treating them with less exasperation and more recognition that we don’t have all of the answers. Boomer leaders sometimes become surrogate parents for Gen X – they respond by becoming remarkably loyal to the leader but not to the company.

To attract and keep the best, regardless of their generation, we must support their values. It is their energy and commitment that gives your company a competitive edge.

It seems appropriate to give a Gen Xer the final word. “My generation’s career goals are not necessarily to rise within the company or to make the most money as has been the goal of previous generations. Rather we have a goal to retire at a young age,” says Timothy Davis, 27. “Although we grew up living in expensive homes and riding in nice cars, most of my co-workers appear satisfied driving used cars and purchasing smaller homes. They take pride in the fact that they are making large contributions to their 401(k) plans. I see young professionals working long hours, but they do it with an ending point in mind rather than with hopes for a promotion. It is almost like we see our career as a band-aide and the quicker we pull it off, the less painful it will be.”

A former executive at The Home Depot and The Limited, Rebecca Barnett is the author of Winning Without Losing Your Way, Character-Centered Leadership. Winning has been named “One of the very best of the year” by CEO Refresher magazine. Rebecca can be reached at (270) 843-6994 or online at www.winningyourway.com