ABSTRACT
30There are three generations in the current workforce: baby boomers, Generation X, and millennials. Each generation was born in successive 20-year periods starting in about 1946. Classifying a group of people according to dates of birth over 20 years is, of course, a broad and sometimes problematic generalization. Researchers can only agree on the rough timeline and on general characteristics for each generation. Even then, some argue for splitting each generation into early and later groups, and there is some merit in that. However, the three generations do show specific characteristics, and it is useful to consider these when we look at the challenges facing the C-Suite. There are the conservative elders, the energetic leaders, and the non-conformist “digital natives.” Executives in the C-Suite (mostly the dynamic leaders) have to examine themselves and their attitudes and behaviors while considering the elders and the non-conformists and the impacts that these have on their organizations. Indeed, there are old non-conformists and younger conservatives who distrust technology, but an analysis of generational classifications does help in identifying the three types of people (and all shades in between) and allows executives to think about strategies to manage and motivate their staff. So let’s get started.
