Retiring the Generation Gap: How Employees Young and Old Can Find Common Ground (J-B CCL (Center for Creative Leadership))

Retiring the Generation Gap: How Employees Young and Old Can Find Common Ground......Page 3
Contents......Page 7
Preface......Page 9
Why This Book Says “We”......Page 11
Why We’re Writing to Everyone and Not Just to Managers and Leaders......Page 12
Introduction: Do Not Pass Go Without Reading This Chapter!......Page 15
How We Got Here......Page 16
About the Research......Page 17
Why No Generalizations Are True, Including This One......Page 23
Before You Proceed . . .......Page 25
Research......Page 28
What Happened to Spirituality?......Page 34
All Generations Have Similar Values; They Just Express Them Differently......Page 36
How This Applies to You......Page 41
If You Are a Manager......Page 42
What You Should Have Learned from This Chapter......Page 44
Principle 2: Everyone Wants Respect; They Just Don’t Define It the Same Way......Page 45
Research......Page 47
Everyone Wants Respect, They Just Don’t Define It the Same Way......Page 50
When Authority Is Reversed......Page 54
How This Applies to You......Page 59
If You Are a Manager......Page 63
What You Should Have Learned from This Chapter......Page 64
Principle 3: Trust Matters......Page 65
Research......Page 66
Male and Female Employees’ Levels of Trust......Page 69
Trust and Time......Page 73
Trust Matters......Page 74
The Benefits of Trust......Page 77
How This Applies to You......Page 78
If You Are a Manager......Page 80
What You Should Have Learned from This Chapter......Page 85
Principle 4: People Want Leaders Who Are Credible and Trustworthy......Page 86
Research......Page 87
Author’s Riff......Page 93
If You Are a Manager......Page 94
Does Age Matter at All?......Page 96
What You Should Have Learned from This Chapter......Page 97
Principle 5:Organizational Politics Is a Problem—No Matter How Old (or Young) You Are......Page 98
Research......Page 102
Organizational Politics Is a Problem— No Matter How Old ( or Young) You Are......Page 110
How This Applies to You ( Whether or Not You Are a Manager)......Page 111
What You Should Have Learned from This Chapter......Page 113
Principle 6: No One Really Likes Change......Page 114
Research......Page 116
Almost No One Really Likes Change......Page 122
If You Are a Manager......Page 123
What You Should Have Learned from This Chapter......Page 130
Principle 7: Loyalty Depends on the Context, Not on the Generation......Page 132
Research......Page 134
Warning! Statistics!......Page 147
Loyalty Depends on the Context, Not on the Generation......Page 148
How This Applies to You......Page 153
If You Are a Manager......Page 156
What You Should Have Learned from This Chapter......Page 157
Principle 8: It’s as Easy to Retain a Young Person as an Older One—If You Do the Right Things......Page 158
Research......Page 161
Research Note......Page 165
It’s as Easy to Retain a Young Person as an Older One— If You Do the Right Things......Page 166
Opportunities for Advancement......Page 171
When Nothing Is Going to Help......Page 177
If You Are a Manager......Page 179
If You Are an Employee on the Verge of Changing Jobs......Page 182
What You Should Have Learned from This Chapter......Page 185
Principle 9: Everyone Wants to Learn—More Than Just About Anything Else......Page 186
Research......Page 187
Going Global?......Page 189
Everyone Wants to Learn......Page 201
How This Applies to You......Page 202
Better, Cheaper, Faster— Choose Two......Page 204
What You Should Have Learned from This Chapter......Page 207
Principle 10: Almost Everyone Wants a Coach......Page 208
Research......Page 209
Almost Everyone Wants a Coach......Page 219
How This Applies to You......Page 220
If You Are a Manager......Page 221
What You Should Have Learned from This Chapter......Page 223
Conclusion......Page 224
What You Need to Do......Page 225
Answers to a Few Questions......Page 228
Appendix A: Percentage of Respondents Who Placed Each Value in Their Top Ten, by Generation......Page 229
Appendix B: Percentage of Respondents Who Placed Each Value in Their Top Three, by Generation......Page 233
Appendix C: Percentage of Respondents Who Placed Each Leadership Attribute in Their Top Ten, by Generation......Page 237
Appendix D: Percentage of Respondents Who Placed Each Leadership Attribute in Their Top Three, by Generation......Page 241
Appendix E: Percentage of Respondents Who Placed Each Leadership Attribute in Their Top Ten, by Organizational Level......Page 245
Appendix F: Average Number of Jobs Worked During Each Age Period......Page 249
References and Suggested Reading......Page 251
Acknowledgments......Page 255
About the Author......Page 257
Index......Page 259
About the Center for Creative Leadership......Page 272