January 12, 2007
Charley and Me
It’s nice to look back on the good old days for some lessons that can be applied today. Like back in 1976, when every time I came into the Foodtown where I worked, Charley the assistant manager would offer to cut my shoulder length hair free of charge. He wasn’t any too fond of the earring I wore back then either.
“Why do you want to look like some girl? Do you even like girls?” the Korean War vet always wanted to know. “Who the hell is going to hire you looking like that?”
I told him that Frank (the store manager) did.
Of course that would only make Charley mad and he’d find stuff for me to do like working in the cold box or the freezer for hours on end. The fact that I took everything he dished out and went back to ask for more work didn’t ever seem to register. In three years working with the man, he never seemed to grasp that despite our vastly different haircuts (his was a flat top), we shared most of the same values.
Today (you knew I’d eventually get around to the point), the very same thing happens in retail stores and in other business settings. An older person (buttoned down, to be sure) comes face-to-face in the workplace with someone younger who sports tattoos and/or piercings and, after one look, decides the kid must be a slacker.
The kid, for his part, probably has a number of opinions about the older worker and few of them are good.
The fact is, however, that just like Charley and me all those years ago, the two share many of the same values and a basic outlook on life and work.
Jennifer Deal, author of Retiring the Generation Gap: How Employees Young and Old Can Find Common Ground, said, “Fundamentally, people want the same things, no matter what generation they are from. The so-called generation gap is, in large part, the result of miscommunication and misunderstanding, fueled by common insecurities and the desire for clout.”
A study conducted by the Center for Creative Leadership (CCL) found 10 principles that transcended generational differences.
- All generations have similar values.
- Everyone wants respect.
- Trust matters.
- People want leaders who are credible and trustworthy.
- Organizational politics
is a problem – no matter how old or young you are. - No one really likes change.
- Loyalty depends on the context, not on the generation.
- It’s as easy to retain
a young person as an older one – if you do the right things. - Everyone wants
to learn – more than just about anything else. - Almost everyone wants a coach.
Discussion Questions: Have you been witness to intergenerational conflict in a business environment? What are your recommendations for managers responsible for supervising younger workers and, in some cases, older employees who take jobs while in semi-retirement?
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Initial response – age doesn’t matter. Listen to what people think and say and let them know that you’re listening. Let them know that you’re interested and that their opinion counts even if, in the end, you don’t agree or decide not to do what they think you should do. But make them realise that they are important and being considered. Encouraging people of all types and stereotypes to talk and listen to each other doesn’t hurt either. Nothing said in this piece (or what I’ve just said, either) is rocket science; most of it is just common sense.
PS To George – I’m very disappointed that when we met for the first time last month you weren’t wearing that earring.
I have seen plenty of conflict in the business environment and it spans both intra and intergenerational levels.
Throughout my career, the mentors from whom I have learned the most were consistent appliers of some seemingly fundamental leadership qualities. The key isn’t in grasping the concepts but in applying them consistently.
Be aware; of your surroundings and what is going on around you.
Share; everything you can with your associates.
Listen; the best ideas don’t originate within you.
Challenge; your people, they are capable of stretching.
Trust; your people but always inspect what you expect.
Empower; allow them to achieve the challenges you give them.
Reward; honest praise is a daily motivator.
Correct; discuss failures and teach them how to grow from them.
I have found that these core practices transcend generations and every other boundary that separates people and when applied regularly builds teams and delivers results.
Measure and reward performance: make performance job #1, and teamwork flows naturally. When people are highly motivated towards a common goal, irrelevant side issues get put aside. The store manager who’s paid a bonus based on the location’s profit is more likely to want hard workers than workers who fit an image but don’t produce. Prejudice of all types (racial, age, sexual preference, nationality) gets minimized when everyone is required to be a top performer. How many retailers measure and reward everyone’s individual performance, frequently, with no exceptions?
Funny thing, George. I could tell an almost identical story about my after school job in a small town supermarket and a produce manager named “Stoney.”
There are shared values and interests that transcend the generations (my link with Stoney was music) but there are also recurring themes of differentiation. Technology is one, as today’s youth have a fundamentally different perception of time, speed and work than we do. Communication is another. This generation even learns differently than we did. Linear thinking is out and “spatial relationships” are in (probably driven by their heavy involvement with gaming). So the generational tendencies for conflict are a given — it’s just how they manifest themselves that changes.
This is a big deal, and it’ll become more important in the future. Probably the best practical advice is to avoid rushing to judgment and to take the time to understand how the other person sees the situation.
Charley and Me reminds me of Peter Drucker’s classic Harvard Business Review in 1994 on the theory of business, where he stated that most problems occur because, “The assumptions being used no longer fit the reality.” I think Drucker’s observation could well apply here.
The Solution: Individualization and Work/Life Balance.
The answer, it seems to me, is that every employee has an individual set of characteristics that determine attitudes, views and expectations, and that the generation to which they belong is only one factor among many. What’s more important is the match between the individual and the organization in terms of compatibility. If it is mutually agreed that flexibility is beneficial to both, then of course that ought to be pursued.
That list of 10 principles should be required reading for both ends of the generational spectrum. As a kid fresh out of journalism school 37 years ago, I went out aggressively after the “old” editors and tried to show them, with a chip on my shoulder, how wrong they were about everything. It didn’t help that I had long hair, a mustache and clothing that screamed counterculture. I scored some wins and some losses, but would have done better if I had exhibited some manners. (Manners were “out” in the late 60s and early 70s). I think this younger generation has “manners” down better than we boomers did. Their impatience with some of the older generation is the same as we had. I always figure that if the shoe fits, wear it — and I try to learn all I can from younger workers. What’s different today is the technology gap. Younger workers understand technology, and we don’t, at least as well as they do. This gap didn’t really exist a generation ago. I like to think that the majority of boomers are willing to learn from younger workers, if for no other reason than that they realize they HAVE to. I know that whenever I ask for help in learning technology, the younger folk today are a lot more forthcoming than I suspect I was, nearly 40 years ago.
Some companies prevent the hiring of some people by having policies in place that dictate personal appearance. For example, I once interviewed with a retailer that insisted that all male employees be clean-shaven. I have a portrait of my great grandfather, a man who was a very successful retailer around the turn of the century, and wouldn’t you know, he wore a beard. His facial hair did not interfere with his capabilities any more than mine does. Retailers that restrict their access to the talent pool by keeping such outmoded policies in place are doing themselves (and their stockholders) a disservice.
The more care you take in hiring the fewer problems you will have down the road. Completing an application is only the first step. The paper doesn’t tell you what you are getting. A 10 to 20 minute interview will reveal much more than an application ever could.
When I entered the supermarket for employment at the ripe old age of 14, I didn’t have to worry about making a generational difference. Almost everyone, in fact likely everyone, was older than I was at the time. At the time, it seemed that even those that were beyond college, or full time workers and out on their own were a leaping generation beyond me. At that time, it was possible to make a living — and even a good one — as your average supermarket worker. Many were even in generations beyond the younger adult. There was a broad age separation at all levels.
Possibly because it was the environment or just that time, most if not all were mentors of some sort; some good, and some bad.
Certainly, I clearly remember the question from the owner from time to time that went like: “What did you do after you went to the barber this morning?” or “What did you do after you shaved this morning?.” It was just his way of sort of humorously letting you know his expectations. As I look back now, I remember hearing that about once or twice and never wanting to hear it again. It was for me at least, a matter of respect.
The point is, no matter what the age, there seemed to be a sense then of real teamwork. No one seemed to let anyone lag behind. You counted on one another. No one left at closing until everyone could leave. No one wanted to be the one that kept anyone and everyone worked to ensure that no one did. Leaders and workers worked side by side consistently coaching and teaching without your own sense that was what was occurring. Leaders and managers led by example. They lead rather than directed, but directed when they needed to do so. When that occurred, it was rare and you seemed to easily understand why.
Certainly the times are different, but in many ways, they are the same. The list certainly reveals no differentiation of what a worker might desire regardless of age. Those things also seem simple. And, they really are. The difference is execution and delivery. That is truly dependent upon the quality of leadership.
I also believe that care needs to be made between the distinction of age and just simple conflict when there is a clash of values, performance, respect, etc., and making the basic argument that those of different ages really all desire the same things. It may be the case that one of those things is out of sync rather than holding a simplistic view that it relates to age.
I learned at least nearly all of my knowledge of retail from those older than I am. That’s not extraordinary in itself. What’s extraordinary about it is that it wasn’t overt while it was happening. It was mentoring in its truest form. Even so, it wasn’t just a one way street either. Those whom I was lead by were also open to ideas and initiative. When the combination of the two exist and with mutual dependence there can be great success. I think that reducing what actually might be something else, can be a cop out. I wonder how much mentoring is really going on in the industry. I also wonder if the potential lack of it correlates to the view that retail isn’t seen as a true career opportunity.
We are all more alike than different the world over. The irony is that the first thing we notice are the differences and then assumptions follow. I like the principles outlined by the CCL but they are useless unless a manager does something with them. I believe it all begins with respect and everything else follows.
I think there is a lesson here for customer service as well. Let’s consider Charley as a customer and George as the employee serving him. I’m sure Charley as a customer would make assumptions about George, the employee with long hair too, that he has no manners; that he doesn’t care about his job; that he doesn’t care about the customer, etc.
Does that mean we should make our employees cut their hair? I don’t think so. But, managers should make sure their employees understand their customers’ needs and wants and make sure they know how to provide excellent service. And, of course, they need to reinforce good performance. Then, maybe Charley the customer will ask for that guy with the long hair the next times he stops in.
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Initial response – age doesn’t matter. Listen to what people think and say and let them know that you’re listening. Let them know that you’re interested and that their opinion counts even if, in the end, you don’t agree or decide not to do what they think you should do. But make them realise that they are important and being considered. Encouraging people of all types and stereotypes to talk and listen to each other doesn’t hurt either. Nothing said in this piece (or what I’ve just said, either) is rocket science; most of it is just common sense.
PS To George – I’m very disappointed that when we met for the first time last month you weren’t wearing that earring.
I have seen plenty of conflict in the business environment and it spans both intra and intergenerational levels.
Throughout my career, the mentors from whom I have learned the most were consistent appliers of some seemingly fundamental leadership qualities. The key isn’t in grasping the concepts but in applying them consistently.
Be aware; of your surroundings and what is going on around you.
Share; everything you can with your associates.
Listen; the best ideas don’t originate within you.
Challenge; your people, they are capable of stretching.
Trust; your people but always inspect what you expect.
Empower; allow them to achieve the challenges you give them.
Reward; honest praise is a daily motivator.
Correct; discuss failures and teach them how to grow from them.
I have found that these core practices transcend generations and every other boundary that separates people and when applied regularly builds teams and delivers results.
Measure and reward performance: make performance job #1, and teamwork flows naturally. When people are highly motivated towards a common goal, irrelevant side issues get put aside. The store manager who’s paid a bonus based on the location’s profit is more likely to want hard workers than workers who fit an image but don’t produce. Prejudice of all types (racial, age, sexual preference, nationality) gets minimized when everyone is required to be a top performer. How many retailers measure and reward everyone’s individual performance, frequently, with no exceptions?
Funny thing, George. I could tell an almost identical story about my after school job in a small town supermarket and a produce manager named “Stoney.”
There are shared values and interests that transcend the generations (my link with Stoney was music) but there are also recurring themes of differentiation. Technology is one, as today’s youth have a fundamentally different perception of time, speed and work than we do. Communication is another. This generation even learns differently than we did. Linear thinking is out and “spatial relationships” are in (probably driven by their heavy involvement with gaming). So the generational tendencies for conflict are a given — it’s just how they manifest themselves that changes.
This is a big deal, and it’ll become more important in the future. Probably the best practical advice is to avoid rushing to judgment and to take the time to understand how the other person sees the situation.
Charley and Me reminds me of Peter Drucker’s classic Harvard Business Review in 1994 on the theory of business, where he stated that most problems occur because, “The assumptions being used no longer fit the reality.” I think Drucker’s observation could well apply here.
The Solution: Individualization and Work/Life Balance.
The answer, it seems to me, is that every employee has an individual set of characteristics that determine attitudes, views and expectations, and that the generation to which they belong is only one factor among many. What’s more important is the match between the individual and the organization in terms of compatibility. If it is mutually agreed that flexibility is beneficial to both, then of course that ought to be pursued.
That list of 10 principles should be required reading for both ends of the generational spectrum. As a kid fresh out of journalism school 37 years ago, I went out aggressively after the “old” editors and tried to show them, with a chip on my shoulder, how wrong they were about everything. It didn’t help that I had long hair, a mustache and clothing that screamed counterculture. I scored some wins and some losses, but would have done better if I had exhibited some manners. (Manners were “out” in the late 60s and early 70s). I think this younger generation has “manners” down better than we boomers did. Their impatience with some of the older generation is the same as we had. I always figure that if the shoe fits, wear it — and I try to learn all I can from younger workers. What’s different today is the technology gap. Younger workers understand technology, and we don’t, at least as well as they do. This gap didn’t really exist a generation ago. I like to think that the majority of boomers are willing to learn from younger workers, if for no other reason than that they realize they HAVE to. I know that whenever I ask for help in learning technology, the younger folk today are a lot more forthcoming than I suspect I was, nearly 40 years ago.
Some companies prevent the hiring of some people by having policies in place that dictate personal appearance. For example, I once interviewed with a retailer that insisted that all male employees be clean-shaven. I have a portrait of my great grandfather, a man who was a very successful retailer around the turn of the century, and wouldn’t you know, he wore a beard. His facial hair did not interfere with his capabilities any more than mine does. Retailers that restrict their access to the talent pool by keeping such outmoded policies in place are doing themselves (and their stockholders) a disservice.
The more care you take in hiring the fewer problems you will have down the road. Completing an application is only the first step. The paper doesn’t tell you what you are getting. A 10 to 20 minute interview will reveal much more than an application ever could.
When I entered the supermarket for employment at the ripe old age of 14, I didn’t have to worry about making a generational difference. Almost everyone, in fact likely everyone, was older than I was at the time. At the time, it seemed that even those that were beyond college, or full time workers and out on their own were a leaping generation beyond me. At that time, it was possible to make a living — and even a good one — as your average supermarket worker. Many were even in generations beyond the younger adult. There was a broad age separation at all levels.
Possibly because it was the environment or just that time, most if not all were mentors of some sort; some good, and some bad.
Certainly, I clearly remember the question from the owner from time to time that went like: “What did you do after you went to the barber this morning?” or “What did you do after you shaved this morning?.” It was just his way of sort of humorously letting you know his expectations. As I look back now, I remember hearing that about once or twice and never wanting to hear it again. It was for me at least, a matter of respect.
The point is, no matter what the age, there seemed to be a sense then of real teamwork. No one seemed to let anyone lag behind. You counted on one another. No one left at closing until everyone could leave. No one wanted to be the one that kept anyone and everyone worked to ensure that no one did. Leaders and workers worked side by side consistently coaching and teaching without your own sense that was what was occurring. Leaders and managers led by example. They lead rather than directed, but directed when they needed to do so. When that occurred, it was rare and you seemed to easily understand why.
Certainly the times are different, but in many ways, they are the same. The list certainly reveals no differentiation of what a worker might desire regardless of age. Those things also seem simple. And, they really are. The difference is execution and delivery. That is truly dependent upon the quality of leadership.
I also believe that care needs to be made between the distinction of age and just simple conflict when there is a clash of values, performance, respect, etc., and making the basic argument that those of different ages really all desire the same things. It may be the case that one of those things is out of sync rather than holding a simplistic view that it relates to age.
I learned at least nearly all of my knowledge of retail from those older than I am. That’s not extraordinary in itself. What’s extraordinary about it is that it wasn’t overt while it was happening. It was mentoring in its truest form. Even so, it wasn’t just a one way street either. Those whom I was lead by were also open to ideas and initiative. When the combination of the two exist and with mutual dependence there can be great success. I think that reducing what actually might be something else, can be a cop out. I wonder how much mentoring is really going on in the industry. I also wonder if the potential lack of it correlates to the view that retail isn’t seen as a true career opportunity.
We are all more alike than different the world over. The irony is that the first thing we notice are the differences and then assumptions follow. I like the principles outlined by the CCL but they are useless unless a manager does something with them. I believe it all begins with respect and everything else follows.
I think there is a lesson here for customer service as well. Let’s consider Charley as a customer and George as the employee serving him. I’m sure Charley as a customer would make assumptions about George, the employee with long hair too, that he has no manners; that he doesn’t care about his job; that he doesn’t care about the customer, etc.
Does that mean we should make our employees cut their hair? I don’t think so. But, managers should make sure their employees understand their customers’ needs and wants and make sure they know how to provide excellent service. And, of course, they need to reinforce good performance. Then, maybe Charley the customer will ask for that guy with the long hair the next times he stops in.