Humans love to categorize. We are happiest when we can put everything in nice neat packages. Sometimes we'll even invent a new group just to prevent something or someone from appearing out of place. In our penchant for order we do not exclude ourselves. We place people in categories and call them generations. These generational groupings have gone well beyond just a way to neatly order ourselves, and have become a pre-judgment of what people are and what they may or may not do. Careful study of the generations provides useful clues to potential behavior, but they are only clues. These generational groupings are made up of individuals and individuals act - individually. As the saying goes, no two people are alike. So, as a leader it's a huge benefit to get an idea what your workers may be thinking based on what they have experienced.

So if everyone is different, what good are those categories? Do they have any real use for an organization's leader? I believe they do, but only when applied carefully and with more than just anecdotal information. Like all things, the more you know the more effective you'll be.

Therefore, it's important to understand the general experiences that provide the prism through which the different generations see the world. As humans, our attitudes and values, as well as our outlook are generally formed in the first years of our lives and so what was going on around us then has had a significant impact on who we are now. That isn't to say we don't change as we grow and have new experiences, or that world changes won't lead us to modify our basic beliefs, but chances are we won't stray far from those early lessons.

One of the difficulties for leaders is that we are not usually aware of the events that shaped our worker's early lives. That's why just lumping them into categories based on their year of birth can very likely cause us to miss key skills or traits that a person might have.

The answer is to know your people on a more personal level. I know this sounds squishy to some but I'm not suggesting you become intimate blood brothers with all your workers. What I am suggesting is that you get to know their strengths and weaknesses, their goals, and the challenges they may face.

For example, it's been my privilege to lead many members of Generation X. This generation is known in some management circles as "not team players," and "not ready to step up to leadership responsibilities." That conventional wisdom stems from many observations that Xers were not happy in the working world and just wanted to be left alone.

My experience has been quite different. As a generation, Xers have been somewhat marginalized by the overwhelming presence of two huge generations: Boomers before them and Millennials after them. Also, many grew up in some pretty uncertain times in their family lives. By working with these people, I've discovered that many of them are just looking for stability and recognition of their own abilities and contributions. Is that really so different from what any of us seek?

As a leader, you cannot afford to simply lump everyone into those nice neat boxes we call generations. Instead take the time to understand the person. You'll find it time well spent.

See Bob's video blog each Wednesday
This month each week will look at a fact about one of the five generations.

at www.PlanLeadExcel.com/Bobs-Blog

See past video blogs on the YouTube channel

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I Learned About Leadership From That!

None of us are truly born with the ability to lead. Some may have more of the qualities that make great leaders, but most often great leadership develops from watching and learning from others. Here is a leadership lesson that I learned.

THE HIKE

When I was 11 years old I was very excited about my first Boy Scout camping trip. I was also very inexperienced. The Boy Scouts publish an excellent manual that provides just about every bit of information a young boy needs to get started. With manual in hand my parents and I began filling my brand new backpack with everything the manual said I would need. Unfortunately, the manual didn't completely explain that not everything was required for every hike.

When we had it all packed, that pack weighed almost as much as me! Not wanting to appear weak, I bravely shouldered the pack and set out on what was to be a 20 mile hike. Our scoutmaster, Mr. Meyerhein didn't say much but I know he was wondering how far I would go. Part way into the first day the answer to that question became pretty obvious. I was getting slower and slower and the other boys were not happy about it. During a rest stop, Mr. Meyerhein pulled the boy leader aside and asked him if he thought I was going to make it. I remember the answer being somewhat derogatory regarding my hiking skills. There were comments about how I was slowing down the whole hike and we wouldn't make it to the end.

Mr. Meyerhein then asked what we should do about it. After a little discussion and some coaching, it was decided that the older boys could take some of the items in my pack and spread it amongst them. It would lighten my load without increasing their load much.

I learned a lot about hiking that weekend. I survived with only a bruised ego and very sore shoulders. But that experience has stayed with me. Mr. Meyerhein could have just directed action. He certainly had the authority to do that. But instead, he saw the opportunity to help a less experienced leader learn a little about decision making and problem solving.