Working with Generation Z: How Other Generations Can Adapt

This generation is very new to the workforce. In fact, the majority has not had a job yet as they are all eighteen and younger at the time of this writing. However, it is important to know how to adapt to this generation as they are starting to enter the workforce and many people communicate with this generation daily on a personal level.

This generation experiences a tremendous amount of uncertainty in their early lives. From the economic downturn in the late 2000s and school and concert shootings, this generation cares about security. This security is important on both a physical but also on a professional level; they want to make sure that they have professional stability. They care about making a difference, but not to the extent of Generation Y, the Millennial Generation.

There is some concern about this generation’s ability to connect with people on a long-term social level, mainly due to technological and social media advances. However, they do have a preference for face-to-face communication, so even if they do not come with that skill to the workplace, they can learn and adapt to it. Additionally, they are competitive and good multitaskers. They also have an entrepreneurial and independent spirit; they want to be in charge of their own projects and start their own companies. They are also looking into different ways to get their education that do not involve higher education and student debt. They are an imaginative generation with an intellectual curiosity.

Generation Z is the most diverse and open-minded generation, which means that they bring a plethora of ideas, background, concepts, and experiences. Leaders can utilize their diverse base to foster diversity of thought, practice, and skills at organizations. Including this generation as interns and entry-level workers is a good start to begin the process of mentoring this generation while learning from everything they bring to the organizational table.

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-Lotte Mulder earned her Master’s of Education from the Harvard Graduate School of Education in 2013, where she focused on Leadership and Group Development. She’s currently working toward a PhD in Organizational Leadership. At ASCP, Lotte designs and facilitates the ASCP Leadership Institute, an online leadership certificate program. She has also built ASCP’s first patient ambassador program, called Patient Champions, which leverages patient stories as they relate to the value of the lab.

Working with Generation Y: How Other Generations Can Adapt

Generation Y is coming and they are coming in strong! It is fast becoming the world’s largest working generation and their impact on the workforce will become even clearer in the next few years. These digital natives find communication natural, in any shape or forms it comes. They prefer texting and instant messaging, but also appreciate face-to-face meetings and hand-written notes. They use social media for both personal and professional use and consider it essential to know how and where to access information. Instant gratification has become one of this generation’s key values, because they grew up with the world of information at their fingertips. They value professional development and feedback and they are at work to learn and grow.

When working with a Millennial the first step is to show them that you respect them and what they bring to the table. This generation has received more negative attention than other generations, but they have a tremendous amount to offer to the workplace (as do all the other generations). They value collaboration and learning opportunities, so they are typically quick to adjust when giving constructive feedback. Because of their collaborative approach, they value inclusion and Social Media to bring people together. They are well versed in finding information and can typically solve smaller technological issues without any help.

This generation is focused on having their work mean something, to have a purpose that is larger than simply getting a paycheck. They dislike long email and voicemails and anything that is a waste of paper. They appreciate flexibility and sending documents electronically. They experiences high academic pressures, so they are comfortable working in a fast-paced environment. They are comfortable multitasking and handling multiple projects simultaneously.

Millennials who work in larger organizations are on the brink of entering leadership positions. However, there are many self-starters who have had to learn leadership skills along the way. Because this generation values collaboration, leaders tend to encourage group work and giving people an acknowledgement for trying. They dislike people who are afraid or do not want to learn new technology and cynicism as they are a generally very positive generation.

When working with Millennials, note that they respond well to a participation work environment so ask for their input and suggestions. Be open about any processes, systems, and share information freely. Provide them with lots of feedback to help them learn and grow. Millennials respond well to a faster pace work environment, so do not try to slow them down. They dislike formality and stiffness, so allow flexibility whenever possible. For example, invite them to provide input for their own goals and do not hover over them. Give them multiple things to work on simultaneously so that they can go from project to project when their energy shifts. This generation is crucial to bring your organization to the next level, so mentor them, help them grow and develop and you get their dedication, passion, collaboration, and positivity in return.

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-Lotte Mulder earned her Master’s of Education from the Harvard Graduate School of Education in 2013, where she focused on Leadership and Group Development. She’s currently working toward a PhD in Organizational Leadership. At ASCP, Lotte designs and facilitates the ASCP Leadership Institute, an online leadership certificate program. She has also built ASCP’s first patient ambassador program, called Patient Champions, which leverages patient stories as they relate to the value of the lab.


What’s the purpose? That’s the question that most Gen Ys, or commonly known as Millennials, ask of their job. Why am I here? Can I make a difference in the world if I remain doing what I am doing?

The Baby Boomers worked because they felt an obligation to put in a hard day’s work whether they liked doing what they were doing or not. It was a job. The Generation Xers introduced a focus on work-life balance, which was not the case for the Baby Boomer. The Boomers never heard of the concept of “work-life balance” until their children, the Gen Xers, made it a job requirement and reality.

As for the Millennials, they need to really believe in their job and what they are doing. Millennials ask questions that the Boomers and Gen Xers wouldn’t think of asking. This is often misinterpreted as being lazy or looking for the easy way out. This is not the case. The Millennials took the best of their predecessors. Most Millennials have a good work ethic and they definitely look for balance. However, they’re also searching for a purpose.

My favorite story of a Millennial is centered on the importance of taking lunch at work. This topic surfaced from a Roundtable Discussion with laboratory professionals last October 2018, at the ASCP Annual Meeting in Baltimore. The actual topic for this Roundtable Discussion was “diversity.” However, that quickly changed when the nine people at the Roundtable focused on generational differences. This roundtable was rich in generational diversity. The table was comprised of Boomers, Gen Xers and Millennials. Boomers stated that they found it both necessary and easy to work through lunch. Why? It’s because they pride themselves in their incredible work ethic. The Boomers praised themselves for being better than “most Millennials” who often don’t and won’t work through lunch. Instead of that mindset, perhaps the better approach would be “What can we learn from Millennials in the work place?” That answer is “purpose and balance.”

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-Catherine Stakenas, MA, is the Senior Director of Organizational Leadership and Development and Performance Management at ASCP. She is certified in the use and interpretation of 28 self-assessment instruments and has designed and taught masters and doctoral level students.  

Working with Gen X: How Other Generations Can Adapt

Generation X is sandwiched between the two largest generations alive today: Baby Boomers and Generation Y/Millennials. This means that Generation X will never be the largest generation at the workplace, but even so, their impact is significant. Gen Xers are in a unique position as they started their careers relatively recently and can understand the challenges Millennials face, while also starting to enter leadership positions and can therefore relate to Baby Boomers.

One of the things that make Generation X stand out from other generations is that many of them have young children and aging parents. This means that having a work-life balance is important to them as they often have responsibilities to take care of their family members. They typically also prefer a divide between their personal and work lives. This is not to say that they do not make friends at work or not hang out with colleagues after work, but they tend to have a “business first” approach to their work relations.

When working with Generation X, note that they appreciate it if you use their time efficiently. When presenting an idea of have a meeting with them, make it as productive as possible and focus on what is in it for them. Gen Xers value brevity, fast turnarounds, and efficiency. This is a stark contrast with Baby Boomers, who focus on interpersonal relationships before getting a task done. Making your communication, whether it is in-person, over the phone, or via Gen X’s preferred mode of communication (email), as concise and to the point as possible will increase your effective collaboration with this generation.

As leaders, Gen Xers dislike micromanagement, both as a leader and as a follower. Their leadership style revolves around trusting others to get the job done and they expect the same courtesy in return. They value people doing what they say they are going to do, so do not promise Gen Xers that you will do something if you know you cannot. Their leadership style is therefore quite informal as they expect people to follow deadlines and get the job done, while giving their workers a high degree of freedom.

Generation X is an efficient generation who hate wasting time with empty words, promises, and incompetence. They appreciate immediate actions, a focus and straightforward approach to work without long social interactions. They respect child-friendly environments, such as being able to have a flexible schedule that allows them to accomplish their professional tasks while also taking care of their family members. They can brief and blunt, but they have an authentic and results-orientated approach to work. If you work with a Gen Xers, give them freedom to do their work and explore and only make promises you can keep. Keep your emails and interactions to the point and follow up quickly after a meeting. Having an efficient but friendly approach will take you far with this generation.

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-Lotte Mulder earned her Master’s of Education from the Harvard Graduate School of Education in 2013, where she focused on Leadership and Group Development. She’s currently working toward a PhD in Organizational Leadership. At ASCP, Lotte designs and facilitates the ASCP Leadership Institute, an online leadership certificate program. She has also built ASCP’s first patient ambassador program, called Patient Champions, which leverages patient stories as they relate to the value of the lab.


So what does working with a Gen Xer really mean? Does it only apply to the laboratory, or do we work with people outside of the laboratory? Hmmm. How about our family, friends, social and community relationships? That said, I took this question to the streets as well as the laboratory and asked these questions.

Boomers, what’s it like working with a Gen Xer?

Gen Xers have a good work ethic; however, their family often ranks higher than their job. Boomers pride themselves in their work ethic. The Gen Xers are still so busy taking care of their aging parents, as well as, their kids, even when they’re off at college. They are the “Sandwich Generation.”

Millennials, what’s it like working with a Gen Xer?

I took this question to the classroom where I teach. My students are all working on their Masters Degree, and by the way, I have three Gen Z students in my class. Both the Millennials and Gen Z students found that the communication with a Gen Xer is different. The stated that the Gen Xers use email, messaging and Slack. As a Boomer, I didn’t know what Slack was! The Generation Y and Z students felt that the Gen Xers were resistant to change and to some technology.

One Millennial by the name of Erika shared that she found Gen Xers relatable and at ease. I found her most profound statement to be that she said the Gen Xers seemed like they were in-between and strike a balance between the Boomers and the Millennials. Hmmm…. They are known as the “Sandwich Generation” because they are often taking care of their parents and their children, but it’s interesting Erika saw them “sandwiched” in a different way.

Time to hear from our Gen Xers and how they feel about working with the Boomers and Millennials.

Gen Xers, what’s it like working with the Boomers and Millennials?

My first Gen X interview came from a regional director of a Beverage Company. As a Gen Xer, he felt that he was more effective working with the Boomers when the communication was face to face, or on the telephone. Emails worked, but he definitely noticed the Boomer preference. On the other side of the coin, this Gen Xer found that the Millennials who worked for him or with him preferred the technology communication.

The Gen X laboratory professional I interviewed found the Boomers resistant to change. This was interesting because this is how the Millennials felt about the Gen Xers! Again, is this the “Sandwich Effect!” Overall, this Gen Xer appreciated the depth and vast knowledge of the Boomer and how they wore that hard work as a badge of pride.

Lastly, on a high note, the Gen X laboratory professional really appreciated the Millennial’s enthusiasm. The grass doesn’t grow under their feet in the work place. If they perceive there’s no place to climb the ladder, they’re off and running. The Gen Xers let go of the “Boomer Job Loyalty Program,” however, they are more stable than the Millennials in the work place.  Again, they possess the gifts from the Boomers and Millennials. They are “The In-betweeners!”

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-Catherine Stakenas, MA, is the Senior Director of Organizational Leadership and Development and Performance Management at ASCP. She is certified in the use and interpretation of 28 self-assessment instruments and has designed and taught masters and doctoral level students.  

Working With Baby Boomers: How Other Generations Can Adapt

Baby Boomers were for a long time to largest working generation in the workplace. They are slowly retiring and the next largest generation, Generation Y, is becoming the largest. However, Baby Boomers’ impact on the workplace is still profound and most organizations, if not all, are currently employing many Boomers. They are likely to be working in leadership roles and exert influence on many policies, procedures, systems, and organizational cultures.

Similar to Traditionalists, Baby boomers also appreciate face-to-face meetings. However, their preference for leaving and receiving voicemails is a lot higher than Traditionalists. They also appreciate social media more, especially as their children and grandchildren are using it. Baby Boomers utilize the internet more than Traditionalists and send text messages, even if they still prefer to talk over the phone instead of texting.

Working with Baby Boomers is all about the relationship. Establishing interpersonal connection should therefore be one of your main priorities when collaborating with someone from this generation. Because of the personal nature of their working style, it can sometimes take a few weeks (or longer) for decisions to be made. Calculate that in when working on a proposal or project. Baby Boomers appreciate formal presentations and a consensus-based process.

A Baby Boomers’ approach to leadership centers on incentives, data-driven decisions, and a democratic process. They typically are open to input from peers and their leadership style is friendly. They value receiving recognition, so any award or reward is appreciated and they will often display them publically. Because of their focus on interpersonal relationships, they do not respond to people who are not friendly and who indicate their hierarchy. Instead, make sure that they feel you are listening to them and including them. One way to do this is by taking notes and asking follow up questions.

Baby Boomers’ professional dream is continuing to be useful and productive in the workplace while feeling they are wanted and rewarded. If you want to increase your working relationship with Baby Boomers, connect with them on an interpersonal level by inviting them out to lunch and get to know who they are outside of the workplace. Provide them with positive affirmations, recognitions, and awards to make them feel they are a valued members of the organization and that they input and work is essential to producing results. Baby Boomers bring a lot of patients, experience, and knowledge and they help create and foster a team environment when they feel they are contributing members of the organization. Do not show impatience and question their ways of doing things openly. If you do need them to change something, include them in the process to make it a consensual and democratic process. Adding a Baby Boomer to a team can greatly improve the outcomes and success of that team.

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-Lotte Mulder earned her Master’s of Education from the Harvard Graduate School of Education in 2013, where she focused on Leadership and Group Development. She’s currently working toward a PhD in Organizational Leadership. At ASCP, Lotte designs and facilitates the ASCP Leadership Institute, an online leadership certificate program. She has also built ASCP’s first patient ambassador program, called Patient Champions, which leverages patient stories as they relate to the value of the lab.


I’d like to tell you a story that happened at the ASCP Annual Meeting last October, 2018 in Baltimore.

Lotte Mulder and I presented a course on “Discovering Your Diversity Strengths” to about fifty people. Lotte is a Millennial and I am a Baby Boomer, and we’ve been working closely together for over three years on a daily basis. The presentation went really well and the audience was very participative and interactive. We talked about how different we were, how we complimented each other, and the value of human diversity in the workplace. 

At noon that day, we both participated in a Lunch Roundtable where the topic was Diversity in the laboratory. We quickly learned that those at our table had a strong interest and frustration about working with people from different generations. The focus was primarily on Millennials and Boomers. There were eight other people at our table and they each shared their frustration about working in the lab with either older or younger people.

This was a real opportunity for us to share the generational strengths and differences with each of these people. The Boomers seemed to think that the Millennials didn’t have a good work ethic. The more I asked questions of those in both generational groups, the more I was able to help them to share their opinions and/or frustrations. Most importantly, I made a point of asking each person what was important to them in the workplace.

The Millennials learned that the Boomers were “bred” to work beyond the expectations of their job. Most importantly, they found their identity in their work. This is one reason the “Boomer co-worker” delayed their retirement because of the fear of losing their identity.

The Boomers learned that the Millennials had a very good work ethic, they just valued work-life balance. It was actually Generation X that introduced work life balance to the workplace and the Millennials bought into the concept. The other strength of the Millennial is their passion for finding a purpose in their job.

By the time our hour was up, you could see the difference in how they related to each other. It’s amazing what education and awareness can do for people.

As a final note, the next day we co-taught a course on Stress Management. Wouldn’t you know it, we experienced the same situation at our “Stress Management Roundtable” lunch! It was fun to see how people began to see their co-workers through a different lens.

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-Catherine Stakenas, MA, is the Senior Director of Organizational Leadership and Development and Performance Management at ASCP. She is certified in the use and interpretation of 28 self-assessment instruments and has designed and taught masters and doctoral level students.  

Working with Traditionalists: How Other Generations Can Adapt

Traditionalists are the oldest working generation in today’s professional environments. They bring a wealth of information, knowledge, and experience with them. Therefore, organizations that work with Traditionalists either on their staff or on their Boards are fortunate to have access to their input. In order learn as much as possible from this generation, while they are still present in the workplace, it is critical to know and understand their preferred way of communicating, leading, and working. It is also important to know how and when to adapt your own preferred communication, behavioral, and leadership styles to meet the needs and preferences of this

generation.

Typically, Traditionalists prefer face-to-face communication. They grew up with limited communication technology and they prefer to connect in person when possible. If you cannot communicate in person, pick up the phone and call them. Not only is this respectful to their own preferences, it will allow you to increase your verbal communications skills when there is no written form used. Having a personal touch is important, so try not to talk business right away but take time to get to know one another.

When meeting with Traditionalists, some formal protocol is appreciated. Have someone else introduce you, or if you are in charge of the meeting make sure to introduce everyone properly. You can add a personal touch if appropriate. For example, say “This is Betty Jones. She is the current President of our Board of Directors and has been a member of our organization for over forty years. She is here to provide us with strategic details about our new direction. Also, she is an avid fly-fisher!” Additionally, pay attention to meeting protocols such as offering something to drink and sending the agenda ahead of time so that they can prepare. This is, of course, good to do with everyone, but Traditionalists respond especially well to such protocol.

Their leadership style is based on a chain of command and creating contingency plans. They dislike indecisiveness, disrespect, profanity, and poor dress. They appreciate a sense of formality and high quality work. I always think about how Traditionalists dressed, and sometimes still dress, when going on a plane. They dressed very formal, especially compared to today’s travelers. Keep this in mind when meeting with them in person. Forego the jeans and sweaters and wear something more traditionally professional. Finally, use formal address, such as Sir, Doctor, and Madam. Again, the more professional protocol you use, especially in the beginning, will set you up for success when working with them.

Personally, I learned and witnessed that if you include this generation in inquiry-based conversations and discussions that you can learn about additional leadership approaches to increase your own adaptability. Learn from other generations as much as possible, especially the ones that are currently leaving the workforce. There is a lot to be gained from generational diversity and increasing your own ability to meet the needs of every generation in the workplace.

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-Lotte Mulder earned her Master’s of Education from the Harvard Graduate School of Education in 2013, where she focused on Leadership and Group Development. She’s currently working toward a PhD in Organizational Leadership. At ASCP, Lotte designs and facilitates the ASCP Leadership Institute, an online leadership certificate program. She has also built ASCP’s first patient ambassador program, called Patient Champions, which leverages patient stories as they relate to the value of the lab.


At the ASCP Annual Meeting this October, I had the privilege of facilitating a Roundtable Discussion about diversity in the workplace. I anticipated that we might be talking about issues such as culture, religion, gender, ethnicity, educational level, ability/disability and possibly age and generational issues. I was anticipating a very rich and “diverse” list of topics for this discussion.

To my surprise, generational differences was the primary topic for this Roundtable Discussion. There were nine people at our table with representation from both sub-sets of the Baby Boomer group, as well as, the Gen Xers, and Millennials (Gen Y). There seemed to be a strong disconnect between the Millennials and Gen Xers and the older people in the lab, meaning the Boomers and Traditionalists.

The Traditionalist generation only represents about 5% of the workers in clinical labs, however, the Baby Boomers still represent about half of the work force in the clinical labs. The strongest point of dissention seemed to center on “work life balance.” There was clearly a lack of knowledge and understanding on both parts. Baby Boomers are known for their work ethic and learned well from their Traditionalist’s parents and role models. They identify with their job, profession, and career. This is why we still have Traditionalists and Boomers working in the laboratories. They possess the institutional knowledge, relationships, and a strong sense of loyalty.

The Gen X and Y “work life balance” issue collided with the strong sense of work ethic characterized by the Traditionalists and Boomers. However, once each generation were able to share what they valued, there was a light bulb that appeared at the table and the bridge of understanding began to be built.

So what’s the key to collaboration? It’s all about talking with each other and asking good questions. The Traditionalists can learn from our Gen Xers and Millennials and focus on work life balance. Just as it is important for the Gen Xers and Gen Ys to learn about the institutional knowledge and work practices that can be gleaned from the Traditionalists.

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-Catherine Stakenas, MA, is the Senior Director of Organizational Leadership and Development and Performance Management at ASCP. She is certified in the use and interpretation of 28 self-assessment instruments and has designed and taught masters and doctoral level students.  

Overview of Working with Different Generations: Composite of Current Workforce

There are currently five different generations at work today: Traditionalists, Baby Boomers, Gen Xers, Millennials, and Generation Z. This means that in any work environment, you can have a group of people between the ages of 15-80. This is an exciting time to be working because we can all learn from many different generational experiences, values, and communication styles.

The two largest generations in the work place are the Baby Boomers and the Millennials. This is because these are both the largest generations in terms of population. However, with the Baby Boomers slowly moving into retirement, the Millennials are about to take over.

Traditionalists are still present in the workforce for a few reasons. First, they have tremendous experience and organizational knowledge and many organizations are trying to keep them around so that they do not lose that information. This means that Traditionalists are often Presidents of organizations or members of their Board of Directors. Secondly, Traditionalists are loyal to their organizations and they generally keep working as long as they can because of their values of security and getting the job done.

Generation X and Z are also in the workplace, but neither is very large. However, Gen Xers serve an important purpose because they are flexible and adaptable and because they value work-life balance and constructive feedback. They understand both the world without technology, so that can relate to Baby Boomers, and the world of the internet and social media, so they learn technology fast, which is appreciated by Millennials. Generation Z is only now starting to enter the workforce, so little is known about their work styles. However, they are expected to be independent, entrepreneurial, determined, and loyal.

The key to working with multiple generations is respect. Everyone wants to be respected and appreciated for what they bring to an organization. Being open and flexible to learning about different generational values and communication styles, will set any leader and employee up for success. Provide everyone with positive and constructive feedback and create a work environment that allows for more flexibility in terms of work hours, work location, and dress code whenever possible. Finally, realize that what motivates you personally is not necessarily what motivates other, especially if they are from different generations. Working with a diverse group of generational workers is a great benefit, to both the organization and to individuals.

 

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-Lotte Mulder earned her Master’s of Education from the Harvard Graduate School of Education in 2013, where she focused on Leadership and Group Development. She’s currently working toward a PhD in Organizational Leadership. At ASCP, Lotte designs and facilitates the ASCP Leadership Institute, an online leadership certificate program. She has also built ASCP’s first patient ambassador program, called Patient Champions, which leverages patient stories as they relate to the value of the lab.

History of Generations: GenZ

The newest generation, Generation Z, is born in the 21st century. The oldest are now 18, which means that some have started entering the work force in entry-level positions. This generation is even more comfortable with technology than Millennials, as they grew up with computers, laptops, cellphones, internet and social media all around them.

The older Gen Zers are aware of the financial crisis that occurred, which created a strong focus on saving money. This generation was brought up with a sense of “Stranger Danger” so they are concerned with their own and public safety. They have a strong family orientation and consider themselves global citizens. They are characterized by an entrepreneurial spirit, the idea that anyone can be famous, are open-minded, and care deeply about the environment.

Because of the rising cost of education, many are worried about the price of college and about saving money for their parents. It is a little too early to tell because this generation is still young, but they could have feelings of unsettlement and insecurity due to the state of the economy, environment, and world. They are very loyal, compassionate and independent and have friends around the world, even if they have never traveled abroad themselves.

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-Lotte Mulder earned her Master’s of Education from the Harvard Graduate School of Education in 2013, where she focused on Leadership and Group Development. She’s currently working toward a PhD in Organizational Leadership. At ASCP, Lotte designs and facilitates the ASCP Leadership Institute, an online leadership certificate program. She has also built ASCP’s first patient ambassador program, called Patient Champions, which leverages patient stories as they relate to the value of the lab.


 

I think we’re embarking on an incredible generation. I interviewed someone from each of our generations about how they observed, interacted with, learned from the Generation Zs. Here are their thoughts.

The Traditionalist: Ned the Grandpa

As the grandpa of two Gen Z grandsons, Ned found them to have an expanded knowledge base of the entire world. They are sophisticated in their analysis and critical thinking because of their exposure to information that their phones and computers provide them.

Lastly, they value human diversity far more than his own generation.

The Baby-boomer: Donna the Grandma

Donna is a “Grandma Boomer” and finds the Gen Z grandchildren’s vocabulary amazing. She says they are obsessed with the mechanical stuff and are used to doing 2-3 things at the same time. They still love sports, however, it’s like a class that they study. They attend practices but still play with their friends on their computers or phones. However, they “only” text. They don’t talk on the phone.

The Gen Z’s are far more sophisticated than the Boomers, yet they can’t write or spell as well as other generations. They don’t know cursive, and the first question they ask when going somewhere is, “do they have WIFI?” Oh, and “do you have a charger?”

Another Boomer: Susan the Grandma

Susan’s greatest concern was that many high-schoolers were being treated for levels of anxiety. Why? There’s no “turn off switch” with the world. They are almost required to stay tuned to respond or react to friends 24/7. Life is all about them from Instagram to Twitter, and Snapchat and tracking the number of followers.

The GenXer, Kim the Aunt

Her nephews are definitely focused on technology. They do not like talking on the phone and prefer to only text. They have incredible access to information, but they still like to play family games because they value tradition. Her nephews are great travelers and most comfortable with airports, planes and trains, Vs. just cars or bicycles. This is attributed to their expanded world. So what’s their greatest fear? A dead battery!

Maddie the Millennial

Maddie was shocked when she noticed that her sister, who is a Gen Z, was communicating via texting with her friend who was in the same room!

 

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-Catherine Stakenas, MA, is the Senior Director of Organizational Leadership and Development and Performance Management at ASCP. She is certified in the use and interpretation of 28 self-assessment instruments and has designed and taught masters and doctoral level students.