A slight 48 million Americans, Generation X (1965-1981) is situated between two behemoth generations: 78 million Baby Boomers (1946-1964) and 80 million Generation Ys (1982-1995).
Xers have been outnumbered and overlooked most of their professional lives, firmly seated under the Gray Ceiling and awaiting the retirements of Boomers. Until now, they have been considered too small to make a difference, but that’s all about to change.
Within the next 2-3 years, more Xers will be called upon to lead as the Boomers begin to retire. This shift will make a huge impact on the workforce–perhaps more than any other time in history. In fact, some changes are already beginning to emerge.
Thirty-six percent of Gen X women are out-earning their spouses. The rise of women into positions of power will create a ‘feminization’ of leadership meaning companies are likely to place increasing importance on emotional intelligence, people skills, negotiation, collaboration, and flexibility.
Actually, Generation X has always gravitated away from the command-and-control leadership style of the Boomer generation. Xers were the first to introduce the concept of work-life balance to the workplace and they advocate for less hierarchy, as well as ethical and fair workplace practices.
The rise of the BRIC nations (Brazil, Russia, India, China) and other emerging markets will ensure the arrival of a more culturally diverse workforce with workers employed around the world. This means knowledge of other languages will become more important.
The new crop of leaders will need to inspire others across geographic and age barriers, be comfortable with uncertainty, as well as be curious, educated, well read, and well traveled.
Generation X is certainly up to the task. Raised amidst sky-rocking divorce rates, corporate downsizing, and experiencing three economic recessions in their young lives, the Xers have experienced more challenge than other generations, and also tend to be more adaptable as a result. They crave opportunities to learn and develop new skills.
You, Inc. is the idea that you are making your own career. Your career isn’t defined by an employer; it’s defined by you and the skills you possess which can be transferred to any organization–maybe even your own.
Generation X introduced the You, Inc. movement. Raised by single parents or two-parent working households, this generation was the first generation of ‘latch-key kids’. As a result, Xers are self-sufficient and independent thinkers.
In work, Xers emphasize personal satisfaction as being the most important. Unlike the Boomer leaders, which focus on corporate progression and monetary reward, Gen X will lead with a focus on nurturing individuals, personal development, autonomy, and work-life balance.
Can you hear the mosquito? It’s buzzing loud and clear.
Unfortunately, most companies are still trying desperately to ignore it. A new report, which drew upon surveys of senior executives across 19 countries for two years, reveals 59% believe organizations are unprepared for the arrival of Gen X to leadership and all the changes that will surely follow.
Employers have been sleeping peacefully, and they are about to have a rude awakening. It is our hope more employers will chose to wake up, embrace the opportunity, and prepare Xers for the awesome responsibility that lies before them.
Either way, the Xers are moving into power and their arrival is going to make a big, noticeable difference. Buzz-buzz!
In many ways, it’s symbolic that Generation Z is named after the last letter in the alphabet because their arrival marks the end of clearly defined roles, traditions, and experiences. After all, Gen Z is coming of age on the heels of what has been referred to as the most disruptive decade of the last century. America has become an increasingly changing and complex place.
Members of this generation have undoubtedly been shaped by crisis and disruption. This generation will largely be responsible for confronting the aftermath of the Great Recession, high youth unemployment, the effects of climate change, terrorism, energy sustainability, and more. These dark events have undoubtedly made this generation more cautious and pragmatic, but they have also provided this generation with the inspiration to change the world – and their grit will likely allow them to do it.
Coming of age during disruption means that most Zs will be comfortable being the disruptors. While Millennials tend to be collaborative and innovative, this generation tends to be sincere, reflective, thick-skinned, and self-directed, and will likely approach work in much the same way.
In the era following World War II, Boomers (1946-1964) were born and eventually became the wealthiest, most prosperous generation in history. Raised to aspire for the American Dream, this very large generation moved into positions of power and influence, and served as the workforce majority for 34 years.
With the American Dream alive and well, Boomers had no reason to teach their children, mostly Millennials, about competition. Instead, they taught them to focus on academic achievement and to be team players because if everyone works hard, everyone can win.
Enter Generation X (1965-1981). In contrast Boomers, Xers came of age during a time when change and economic and political uncertainty began to take root. They have lived through four recessions, struggled with debt and economic decline most of their lives, and watched the best educated and accomplished generation of all time (Millennials) graduate during the Great Recession and become the most debt-ridden generation in history.
Gen Xers can be defined by their independence and anti-status quo approach to life, and they have taught their Gen Z children to be competitive, believing only the best can win. They have encouraged their children to be realists, finding something they are good at and aggressively pursuing it.
Xers have raised their Zs with an intense focus on competitiveness -- in academics, sports, and other activities. This approach to parenting has many implications, but one stands out in terms of business: Gen Z is likely to lead.
Millennials in the workplace created and aggressively advocated for collaborative work environments. In fact, their aversion to leadership has been so strong, some Millennials sought out companies that boasted boss-free or team-managed workplaces.
In contrast, Zs have been raised with an individualistic, realistic, and competitive nature. They have been taught the skills to successfully defy the norm. This means we’re going to see the pendulum shift away from collaborative workplaces towards a widespread demand for, and pursuit of, leadership development.
While Millennials have been criticized for their “delayed adulthood”, Gen Z is showing signs of “early adulthood”. Educators and parents often describe this generation as being more serious and contemplative about the world. Zs are thinking about their career paths and exposing themselves to career training at an earlier age than Millennials. It’s probable that some of this early onset of adulthood is caused by parents, who are pressuring their children to be competitive and successful and to avoid the debt that plagued both the Gen Xers and Millennials.
The numbers from our global research found 46% of Gen Z said they know what career to pursue and 51% have taken a class at school focused on their career interests. Forty percent joined an extracurricular program (team, club) based on their career interests.
Zs have been shaped by the aftermath of the Great Recession. They watched Millennials become debt-ridden and are concerned about falling into the same trap. XYZ University’s survey results show 66% of Zs said financial stability is more important than doing work they enjoy, which is the exact opposite of Millennial survey results. Also, 71% of survey-takers have a paying job.
When presented a list of leadership traits, Zs ranked positive and trustworthy the highest. While Millennials and Gen Zs both value trust in a leader, Millennials usually cite collaboration and vision as most important. In other words, Millennials focus on the outcomes leaders inspire, whereas Zs are more likely to consider leaders’ attitudes and personalities. To Z, what leaders encourage others to do isn’t as valuable as how they make them feel.
Both Millennials and Gen Zs place a very high value on feeling challenged and appreciated in the workplace. However, according to our survey results Millennials rank appreciation slightly higher than challenge, whereas Zs rank feeling challenged slightly higher than appreciation.
Time will tell how Zs go down in history, but we know this generation’s influence on history will be unlike any other.
Does your organization have what it takes to engage the next generation? Take this quiz to find out.
Sarah Sladek is CEO of XYZ University. Our generational intelligence can assist you with engaging and retaining young talent and members.
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