I Want to Smack My Boss: Exploring the Dynamics of a Multi-Generational Workforce

INTRODUCTION

Is the workplace today a great masterpiece we have perfected over the decades or merely a paint-by-numbers project, and we are constantly trying to fix the places where we have painted outside the lines?

Over the last twenty years technology, cultural changes, and various events have impacted how we live, work, and socialize with one another. Indeed, we have made significant advances in the workplace through technology, a more connected global market, improved methods to share information, improved communication systems, and much more. In fact, these advances have been so impactful they have created opportunities for small and mid-size organizations. The playing field of the business world has been leveled, and anyone can play and be successful. But being a player requires agility, innovation, the ability to shift from the past, and a balanced approach to business management. Regardless, of an organization’s size, the core components of an organization remain the same. In my opinion, business is the intersection of people, money, and resources. People include anyone impacted by an organization product or service directly or indirectly, financially, mentally, or emotionally. Money relates to all resources that can be used for financing, including cash, stocks, credit, and assets, real estate or otherwise. Essentially, anything that can be leveraged to expand market position. Resources can include anything that supports production or delivery of products and services, such as buildings, technology, and materials. If these three areas are not properly managed, they can impact the success of any organization, no matter the size.

The people of this equation include shareholders, board of directors, employees, suppliers, customers, and the media. Companies are investing millions to remain at the very top and keep many of these groups happy by delivering consistent profits, innovations, and expansion in the marketplace. However, one essential element been overlooked in this equation! Properly managing the workforce of employees is as essential.

Today’s workforce is diverse and unique compared to previous generations, a collage of various generations, experiences, backgrounds, and career paths. Degrees of differences between work ethics, work experience, and expectations of how to operate and interact in the workplace (workplace social diplomacy) exist. Unfortunately, these differences are not creating beautiful masterpieces but rather frustrations, anxieties, fears, low morale, and anger.

The professional workplace consists of a collage of people who entered the workforce in the last decade and workers whose careers span back to before the use of many technologies integral to the modern workplace, such as email, fax machines, instant messaging, or text messages. New workers may be excited to be embarking on the initial steps of their career paths while others envision themselves at different levels of success or perhaps retired. Despite planning and diligence the current financial crisis, unforeseen changes in global markets, and the expansion of technology have had a significant impact on many lives and career paths.

These changes outside of the workplace have caused shifts forcing individuals to take on new roles and responsibilities. Roles have become obsolete, causing workers to search for new job openings, develop new skill sets, or take on subordinate or higher positions. The marketplace cries out and demands faster returns, more innovation, and more ability to relate to a global and diverse marketplace. Organizations find themselves pushed to respond to the market or risk the chance of becoming obsolete in a fast moving and ever changing and demanding environment. The workforce is pushed to move and respond as quickly as possible or suffer the consequence of being absent from the future. Workers who can address immediate needs are promoted quickly but at what cost? This new dynamic gives birth to some unique opportunities in the workplace to expand into new markets, build new skills, and experience working with a global workforce. On the other hand, these changes may also raise issues that cause an uncomfortable or a stressful working environment, causing many to think, I Want to Smack my Boss.

The idea for this book came to me a few years ago on a return flight from a business trip. I was tired, and the traveling airline had not yet caught up with the idea of in-flight entertainment. So as I gazed out at a dark sky, my mind began replaying the events of a tedious week on a client project. One of my teammates had come to the company to help develop a training program but seemed to run into issues with project management. She was a seasoned training developer and had done all sorts of work in this particular field. She came to the company because she wanted to work on projects where she lived and was going through some personal life changing events. Her only daughter was about to give birth to her first grandchild, and she wanted to stay in the area. She continued to run into encounters with managers who neither understand training nor had experience in this field, but wanted to tell her how to do the job since they were in a leadership role. Consequently, she found herself micromanaged and later became frustrated and eventually left the company. It was a situation where individuals had been placed in manager level roles but lacked the skills for managing a seasoned workforce.

As I pondered this event, similar stories, conversations, and personal experiences began to flood my mind. I recalled receiving a call from a hiring manager who wanted to get my thoughts on a potential hire for a high-tech company in California looking to launch some marketing campaigns using the internet and social media tools. They were looking for an employee who understood this environment and could help develop content. The conversation went well, and just before we hung up, the hiring manager had one last question that I thought was interesting. Despite all the other positive information I gave she wanted to know if the individual we had discussed would show up for work on time and consistently and demonstrate a good work ethic. After addressing her concerns, I was curious to know the reason behind the question. Apparently the hiring manager had experienced the event of younger staff who stopped showing up for work without any sort of notice, no call, no email, not even a text message. This poor work ethic was affecting the organization and was a major concern and consideration for hiring. An expectation of quickly advancing up the corporate ladder seemed to exist among some younger workers, but the accompanying desire to put in the years of experience was absent. So, in essence, she had a need for a particular skill set, but the workers who tended to fit that profile had a problem with commitment. I might argue that this is nothing new in the workplace. However, this dynamic seems to be showing up a lot more in recent years than in other generations of workforces.

We could say this is just a problem with the workforce, but