Managing Expectations
This week I will be launching our first online training class!
I do not want these sessions to be basic presentations that you can hear at conferences and association meetings. I want them to be real opportunities for learning and applying that knowledge to improve the lives and businesses of our students.
So in addition to putting together the training guides and lesson plan, I have been really studying adult learning theories. I found this link: Tips to Improve Interaction Among the Generations.
As I was taking notes, I was thinking about the different people in my life that fit into the stereotypical values and expectations of each generation. What I realized is the generation time clock is not so exact.
For example, because my first job right out of college was an IT recruiter, I fit the exact profile of the Generation Xers such as having the entrepreneurial spirit, perceived lack of loyalty to any one company, independence and creativity, and the need for continuous feedback.
However, these traits did not come from my upbringing. They came from my experience of watching who was getting hired, who wasn't, who was succeeding in their careers and who was staying stagnant. I got a front seat view of the consequences (good and bad) of people's career choices for the first 3 years of my own career.
What I saw was companies not investing in the long-term growth of employees - expecting to churn and burn their teams. The rule at the time was 1 year was a long term employee - we would like to see someone with a track record of two years - anything over 5 years meant their skills had become stagnant. The team that got the highest pay and status were the contractors and consultants. This was the late 90's - the time when Gen Xers were coming of age.
As I read through the traits of the Baby Boomers, their expectations in life are a lot different. Where they are the same is in that both generations value change and innovation and believe in hard work. However to climb the company ladder, Baby Boomers believe in company loyalty and many still expect to be at their companies long-term.
Now the year you were born does not necessarily subscribe you to the traits and values of that generation. I know many people who were born between 1966-1977 that would like to stay with their company long term and go up the corporate ladder. Those values and ideas would have been passed down from their family. They may not have witnessed the chaos that I witnessed early in my career.
So how will this affect how I teach social media?
I am realizing that when I stress the "need to know" it has to align with multi-generational values. If you are a long-term employee climbing the corporate ladder, you "need to know" how to get recognized and add value to your organization. If you are in this game for your own development in spite of who you work for, you need to keep your skills relevant and in demand.
More importantly, while going through this exercise, I am starting to understand the generation gaps and cultural breakdowns more and more - there are definite bridges between the generations, but there needs to be some prodding to get each group to cross over them. The younger generations do need to look to the older generations more for some core values related to hard work, drive and resilience and the older generation can no longer throw there hands up and claim that these new technologies are for the youth.
This is definitely an area I expect to being exploring more along the way.






