Book Review - Managing the Generation Mix

In Managing the Generation Mix, Bruce Tulgan and Carolyn Martin begin their book on generational differences in the typical manner by defining the names and characteristics of each generational cohort. Their categorization of the four generations is:
Generation Y – (born 1978 – 1989)

Generation X – (born 1965 – 1977)

Baby Boomers – (born 1946 – 1964)

The Schwarzkopf Generation – (born before 1946)

Tulgan and Martin gave the oldest generations their label in honor of General Norman Schwarzkopf, commander of the allied forces in Operation Desert Shield/Storm. General Schwarzkopf’s view of management can be condensed into two rules:

1. When in command, take charge

2. When in doubt, do what’s right

The author’s felt that the “take charge” and “do what’s right” attitude aptly describe the oldest generation in the workplace today.

The first four chapters of the book are dedicated to defining and describing the unique characteristics of each generational cohort. Within each chapter is a section devoted to helping leaders understand how to manage that particular cohort which includes some very practical tips and guidelines.

The next chapter of the book titled “Bridging the Generational (Mis)Understanding Gap” lays the groundwork for an actual training exercise that the author’s claim will “start to clear the air and help each generation acknowledge the strengths and contributions each makes to the workplace”. This 2 to 3 hour exercise has participants:

1. Create a profile of their generation’s characteristics, values, and contributions to the organization.

2. Share their perceptions of the characteristics, values, and contributions of other generations.

3. Validate the uniqueness of all generations and the contributions each makes to the team.

4. Raise awareness of what each generation can learn from and teach others.

The second section of the book describes what it takes to become a great “Gen Mix Manager”. The author’s suggest that manager’s need to master three basic skill sets: focus, communication, and customization. Of the three, I feel that customization is the area that many leaders fail to appreciate and practice. Key to managing a multi-generational workplace is the ability to individualize interactions with employees. Managers must recognize that every employee is motivated differently and what drives one employee to the highest productivity level will not be as effective with another employee.

The final section of the book discusses four multi-generational challenges that the author’s feel are of critical importance.

1. Retaining the wisdom, knowledge, and expertise of retiring Schwarzkopf’s and Baby Boomers.

2. Overcoming the midlevel leadership crisis by building Gen X and Y bench strength.

3. Helping young leaders manage workers old enough to be their parents or grandparents.

4. Teaching teens to become customer service experts adept at maintaining customer loyalty.

The author’s conclude by encouraging leaders to be true “Gen Mixers”, “employees that no matter what the age bring their enthusiasm, talents, skills, expertise, wisdom, and voracious desire to learn and to teach”. This last sentence is probably the most important of the entire book. It is a reminder that no matter what our age we should be willing to teach and open to learning from anyone that has knowledge we do not have. It does not matter if they are 40 years our junior or 40 years our senior. The 21st workplace is unlike any other work environment in history. Each generational perspective and knowledge when combined has the potential to raise an organization to a level of unparalleled excellence and heightened competiveness, if properly managed.