September 23, 2003

by John Laws

At a luncheon featuring a prominent business leader, the speaker was asked his opinion about the work ethic of Generations X and Y. The response was predictable. The X and Yers' work ethic, said the speaker with a tone of disparagement, is not the same work ethic as that of the baby boomers or the Silent Generation.

Unfortunately, a follow-up question could have enriched the discussion. What exactly is a "work ethic"? And is workplace effectiveness enriched by labeling employees through adherence to a dusty definition? Perhaps the issue we are dealing with today is not so much a lack of work ethic as a preponderance of work inertia.

Inertia means "a tendency to remain in a fixed position without change with a disinclination to move or act." Referring to the cliché "You can lead a horse to water ..." effective leadership should not be as concerned with making the horse drink as with making the horse thirsty. When thirsty, the horse will walk to the trough willingly and drink without coercion.

Leaders must contend with four generations of employees, each with different attitudes, values and expectations. A leader's behavior toward those differences will affect the level of conflict and productivity.

Each generation has a unique perspective on managing and being managed. Generally, younger generations display less patience and tolerance for what they perceive as meaningless tasks. They are likely to challenge practices for which there is limited perceived value.

Older generations are typically into efficiency, teamwork, quality and service, with financial security a key issue.

Attitudes, early life experiences and newspaper headlines also define each generation. Promptness to meetings, missed deadlines, conflicts with associates -- these are important to boomer managers.

Conversely, Xers were evaluated on their ability to challenge; they were encouraged to disagree. However, labeling their work behavior as a deficient work "ethic" doesn't quite capture the issue. It certainly doesn't promote an environment where, like the thirsty horse, they would gravitate toward the trough.

Gen Xers understand the objectives before them and the importance of getting the job done, but they like to own the method of getting to the desired result.

Whatever the generational makeup of an organization, a few common leadership behaviors affect inertia:

1. Engage with employees. Management by walking around is a start. Leadership by establishing common ground develops knowledge of "motivational triggers." Familiarity does not breed contempt in this case -- it builds confidence!

2. Sponsor relevant development. A recent study found that 80 percent of Xers said availability of training and development were key factors in choosing a job and that 60 percent of all employees want training to help them excel at their work.

Myth: People are an organization's most important asset. Reality: The right people are your most important asset, and your most important action is ensuring meaningful, ongoing development.

3. Recognize respect and results. The new century has left organizations reeling with the fallout of the "re" initiatives of the '90s -- reorganize, re-engineer, restructure, reinvent. Yet respect for talent and emphasis on results continue to be recognized across the generations.

Emphasis on results is crucial. Any evaluation of a generational issue is incomplete if it does not relate to the business drivers and the effect on the bottom line.

Although work ethic is a tangible issue, a worker most often has it or doesn't. "Work inertia," on the other hand, may be more controllable and therefore more appropriate for leadership attention.

Demonstrated acknowledgment of, and appropriate behavior toward, generational differences can create an "inclination to act" to ensure that current and succeeding generations will eagerly step forward to drink deeply from the corporate trough.

Robert D. Haas, former CEO of Levi Strauss, says the most visible difference between the future organization and its present-day counterpart "will not be the products they make or the equipment they use ... but who will be working, how they will be working and what work will mean to them."