Generations, Part 2: Working with Generation X
A frequent source of tension in family businesses is the generation gap, where older ones complain about the work habits of the young, while the latter bemoan the narrow-mindedness of the old. Intergenerational issues used to be the topic of jokes, but they have led to unspoken tensions or even outright conflict in the workplace.
Generation gaps are inevitable. The environment shapes how we were raised, how we grow up, how we work, what we value, how we live. No single generation has a monopoly on correctness, so let us look at what motivates each group.
Last week, we discussed Veterans (born from 1928 to 1945) and Baby Boomers (born from 1946 to 1965), who came of age in the 1960s to 1980s, having benefited from the postwar boom but also experiencing political upheaval, particularly martial law. Though not bad, times were uncertain. Though family business leaders today, both groups believe in paying their dues to the business, which in turn will provide security, stability, prosperity for them.
Older generations prize loyalty to the business, hard work, commitment. In return, they expect to be rewarded by prestige and power.
Gen X
Born from 1966 to 1979, Generation X came of age from 1987 to 2000. In the United States, Gen X was the first generation to spend little time with their parents, who were mostly too busy working. Gen X learned at an early age to take care of themselves, and they were seldom spoiled. Since the adults governing the country seemed not too competent, as evidenced by nuclear plant disasters, Iran-Contra scandals, Clinton impeachment, they grew up distrusting authority, and even rebelling against it.
Thus, unfortunately, they were also the first generation to divorce in droves, preferring autonomy above all else. The women reveled in the freedom to go to college, to work where they pleased, to do what older female generations could only dream of.
In the Philippines, Gen X marched in Edsa 1. Now in their 30s and 40s, they are the vocal middle class who treasure independence, ensuring that corruption is exposed, campaigning for good leaders.
Most are in the middle to top management in family businesses. Some have been trained for decades to take over the business. Others chafe at the reins, wondering when the elders would relinquish control. For independent Gen X, the inability to do what they please is frustrating. They feel they have already worked their way up the business.
A bridge
When Gen X was in high school or grade school, computers were heralding a new age. Older Gen X recall analog rotating phones, mimeograph machines, adding machines, computers the size of a room. They are in still their prime when the former was replaced with cell phones, fax machines, programmable handheld calculators, laptops.
Sociologists say that in this sense, Gen X seems to have the best of both worlds: though not Digital Natives, they are more comfortable with computers than Baby Boomers or Veterans, but they are also not as addicted to gadgets as Generation Y or Z. Gen X often provides a bridge between generations.
But being a bridge is not easy. Gen X have their own characteristics. Individualistic and self-reliant, they retain the ambition and in most cases, the ethic of hard work from their parents.
But since many feel distant from their workaholic parents, they vow that when the time comes, they would prioritize family. Family time and work-life balance are important, and many Gen X rebel against working 24/7.
Authority
Dismissive of authority, many Gen X prefer to be left on their own to implement projects. They thrive on challenge and responsibility, more than perks or titles. They dislike frequent meetings, and demand that their boss be a coach, not a lecturer. They dislike micro-managers, and conflicts erupt if Gen X feel that they are not trusted by their elders in the business.
“How can I learn to handle production?” complains Lisa (not her real name), 45, the vice president of a printing family firm. “My uncle is always hovering, telling me not to do this or that. I am so tired of his nagging.”
“But she makes mistakes, very expensive mistakes!” says the uncle.
‘How else can I learn?” says Lisa. Eventually, a workable solution for both was for Lisa to be entrusted with deals below a certain amount, but above that, she should report the details to her uncle.
Unlike the older generations, Gen X are loyal to businesses only if they feel that their work is meaningful or challenging. If not, they will go elsewhere.
Queena N. Lee-Chua is on the board of directors of Ateneo de Manila University’s Family Business Development Center. Get her book “Successful Family Businesses” at the University Press (e-mail [email protected]) . E-mail the author at [email protected].
