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Generational personalities in the Workplace:

RESPECT AGE & YOUTH for success in the workplace!

• Inspire and Decide like an Eagle• Influence like a Peacock• Be a Team Player like a Dove• Problem Solve like an Owl

Interaction with Different Personalities in the Work Place

Recognizing the general characteristics of people and using bird profiles in tandem with generational differences for effective communication.

What is the BIRD Theory?

The 4 Bird Personalities at Work and How to Identify

each.

THE EAGLE

Inspire and Decide like an Eagle

DISC “Red or also known as the High D” = The Dominant Bird Eagle.

The Peacock

DISC “Yellow or also known as the High I” = The Influential Bird Peacock.

Influence like a Peacock

The Dove

DISC “Green or also known as the High S” = The Steady Bird Dove

Be a Team Player like a Dove

The Owl

DISC “Blue or also known as the High D” = The Conscientious Bird Owl

Problem Solve like an Owl

Now that you know the Bird Theory

How Do You Define “Generations in the Work

Place?”

How to Play Nicely in the sand box with everyone else!

Traditionalists (Matures) Born Prior to 1946Baby Boomers Born 1946-1964Generation X Born 1965-1981Generation Y (Millennials) Born 1982-1995

Generation Z Born 1996- 2009

5 Generations in the Work Place

Traditionalists(Matures)

Born Prior to 1946

TRADITIONALISTS PRINCIPLES

• Responsibility• Trustworthy and Loyal• Respect for Authority• Disciplined• Conformers• Conservative and Not Risk Takers• Frugal and Good Savers• Independent Thinkers

TRADITIONALISTS INTERACTIONS

• Enjoys Privacy• Face to Face Communication Preferred• Responds to Logic• Focuses on The Spoken Word• Functions Well in Traditional Settings• Support your Data• Etiquette Matters

TRADITIONALISTS LEADERSHIP

• Leadership style – Directive • Authoritative• Chain of Command Followed• Results driven • Great Helpers and Supporters• Lead by “Do As I Say”

TRADITIONALISTS PROFESSION

• Strong Work Ethic• Career Defines Who They Are• Work Considered Obligation as Adult• Duty Before Pleasure• Respect for the Rules• Short-term Sacrifices for Rewards

TRADITIONALISTS SUPERVISION

• Value Their Experience• Use Them in Mentor Programs• Knowledgeable• Job Skills Enhancement• Provide Stability and Security • Don’t Waste Their Time

TRADITIONALISTS ACKNOWLEDGEMENT &

APPRECIATION• Satisfaction is a “Job Well Done”• Requires Little Feedback• Understands Goal Setting• Prefers Formal Recognition • Prefers Personal Rewards

Baby Boomers

Born 1946-1964

BABY BOOMERS PRINCIPLES

• Own a home• Workaholics• Nostalgic• Independent• Consensus building• Practical idealists

BABY BOOMERS INTERACTIONS

• Direct• Adult Learners• Storytellers• Optimistic

BABY BOOMERSLEADERSHIP

• Trust yet verify• Visionary• Comfortable giving feedback

to others

BABY BOOMERS PROFESSION

• Work is the “Identity”• Competition is good.• “What do you do?”• Value Learning

BABY BOOMERS SUPERVISION

• How to manage a Baby Boomer: Use feedback and documentation• Respect, respect, respect.

BABY BOOMERS ACKNOWLEDGEMENT &

APPRECIATION• Praise in public• Discipline in private• Don’t take Credit for their hard work

Generation X

Born 1965-1981

GENERATION X PRINCIPLES

• Entrepreneurial Spirit• Loyalty• Independence and Creativity• Information• Feedback• Quality of Work Life

GENERATION X INTERACTIONS

• Use email as a primary communication• Talk in short sound bites• Ask them for their feedback • Share information on a regular basis• Use an informal communication style

GENERATION X LEADERSHIP

• Prefer management styles that promote honesty and integrity• Learning opportunities & creative challenges• Prefer feedback & recognition with rewards• First leaders in real global interconnected market place

GENERATION X PROFESSION

• Job security is a myth• Viewed as being less driven in work habits• Value taking care of themselves and families• Leverage time, talents, skills and energy• 85% care about the future of their organization• 83% are willing to go above and beyond for their organization

GENERATION X SUPERVISION

• Flexible work arrangements• Opportunities to learn new skills • Career development opportunities• Compensation that reflects contribution

GENERATION X ACKNOWLEDGEMENT &

APPRECIATION• Meaningful, personal communication • Prefer a lot of positive feedback• Huge emphasis on work/life balance• Define rewards and recognition

Generation Y (Nexters)

Born 1982-1995

Generation Y (Nexters)

PRINCIPLES• Optimistic• Confident• Social• Flexible

Generation Y (Nexters)INTERACTIONS

• Cell phones (texting)• Internet (email, MySpace, Facebook, etc)• Praise

Generation Y (Nexters) LEADERSHIP

• Will not accept “my way or the highway” approach• Always looking for the Faster more efficient way to do things

Generation Y (Nexters) PROFESSION

• Thrive in fast-paced “High Tech” environment• Sense of entitlement• Needs constant positive reinforcement

Generation Y (Millennials) SUPERVISION

Generation Y (Nexters) ACKNOWLEDGEMENT &

APPRECIATION• Motivated by money• Needs defined goals• Praise• Rewards

Generation Z

Born 1996-2009

Generation ZPrinciples

• Individualistic• Multi-Taskers• Creative• Socially Aware• Green

Generation ZInteractions

• Smart phones• Instant Message• Text Messages• Social Networking

Generation ZLeadership

Small Projects / Single TasksSame Level as Senior Employees

• Closer Management• Feel on Same Level as Senior Employees• Large Projects with Single Tasks • Advisors

Generation ZProfession

• Works best in a fast paced environment• Consumer oriented• Very ambitious• Expects instant results

Generation ZSUPERVISION

• Expect constant feedback

• Need constant stimulation

• Smaller projects

• Variety of tasks assigned

Generation ZAKNOWLEDGEMENT &

APPEICIATION• Incentives and bonuses• Constant Feedback• Positive feedback

• Managers influence overall motivation as much as any organizational policy does

• Lead by example• Recognize individual differences• Match people to jobs• Tailor rewards to individuals• Link reward directly to performance or goal• Check for fairness and equity among performers• Practice open communication• Allow for individual differences but recognize performance and achievement

Roles of A Leader

Generational Similarities• Career Development• Recognition – Feedback on Performance• Management - Interested in What They Are Doing• Make a Significant Impact on the Business• Flexibility of Reward & Recognition • Want to be Communicated To• Feel They Belong and Are Connected• Contributing to the Company Success• Most Will Participate on Teams to Define Program

Universal Needs in the Work PlaceDrive to Acquire – Be Promoted & Get Corner Office Drive to Bond – Feel Proud to be Part of the Organization Drive to Comprehend – Desire to Make MeaningfulContribution with Challenging Job for GrowthDrive to Defend – Leads to Feelings of Security and CConfidenceDrive to Globalism – Desire to work in a virtual work environment

Questions?