A few weeks ago, I was shopping in a retail store, and the young clerk who waited on me had obviously never been trained. At least it felt that way to me, as her customer. She never gave me eye contact, and she seemed disengaged as she spoke to me. In fact, as she went through the motions, it seemed like I was in her way.
A day later, I received an email asking for customer feedback. I was all too happy to give it. Afterward, I got a call from the store manager thanking me for my candor. Because we know each other, the G.M. went on to say, “It might be helpful to know that our clerk’s mother was just diagnosed with cancer, and we’ve noticed her struggling to engage at work.” She paused. “That certainly doesn’t excuse her behavior, but it may explain it.”
I still wasn’t happy with the service, but knowing her story certainly helped my attitude.
Engaging and Reacting
Our world is full of unexplainable conduct at work these days. Like my story above, often knowing the story behind the story helps me to lead better. Too many employees overreact at work, displaying a level “10” reaction to a level “2” issue. Conversely, folks can look disengaged on the job for invisible reasons. All behavior has a motivation.
After hosting focus groups with four generations of workers, I came to see that some of our behavior is due to the vulnerabilities we feel, based on our life station. I asked each age group where they feel most anxious. Their answers deepened my understanding and cultivated empathy for my teammates. Their remarks may help you as well.
Baby Boomers (1946-1964)
As you know, this generation is in the final stages of their career or their life. The oldest are 80 years old this year. Their vulnerabilities surround their age and economic liabilities:
They can feel irrelevant in today’s high-tech world. Some find it difficult to utilize the bells and whistles of smart technology and AI. They can feel like the world is passing them by, like they’re “dinosaurs” trying to keep up with younger generations.
They can feel vulnerable regarding their retirement. They may still need their income but fear being laid off by the company. They wonder if they’ve set enough cash aside for retirement and whether they will need to continue working well past 65 years old.
They can worry about their health. Boomers are in their 60s and 70s and have begun to experience the ailments, illnesses and diagnoses of an older generation. Many have worked hard to look and feel young, and feel they’ve begun to lose that battle.
Generation X (1965-1982)
These folks are veterans at work and are the heart and soul of the workforce. They’ve been steady for years. Their vulnerabilities involve burnout from family and work responsibilities
They are the “sandwich” generation, situated between their young adult children who still may need their help and their aging parents, who now need their help. Xers learned to be self-sufficient as “latch-key” kids, but now have caregiving demands that cause stress and economic pressure on them.
Ageism and discrimination are issues for Gen Xers in their fifties who feel they are being passed up for well-deserved promotions by their bosses. Instead, promotions are given to younger millennials or Gen Zers, who still have a long future ahead.
Millions of Xers feel the stress that comes from managing teams in a pressurized environment. Many report burnout is a problem, feeling they must give their very “soul” to their job. They can feel overwhelmed in an ever-changing workplace.
Millennials (1983-1999)
The oldest millennials are in mid-life and may endure a midlife crisis if they’ve not met personal expectations. They often serve as translators between Gen Xers and Gen Zers:
They can feel their workplace doesn’t communicate with them or support them to the level they need. Many report a toxic workplace, and that they are suffering from mental health concerns, but their bosses don’t recognize these concerns as
Millions feel the American dream has eluded them. They are asking: Will I ever be able to afford a home? The average age of a first-time homeowner is 40 years old, and they’re being forced to wait on mortgages, kids, and other adult experiences.
They can feel their workplaces don’t allow for work-life balance. They often seek more flexibility and fairness from bosses. In addition, they can feel unrecognized for their productivity, but leaders still treat them like rookies, even after a decade.
Generation Z (2000-2015)
Gen Z is gaining their sea legs at work, often entering with no full-time job experience. Many are trying to AI-proof their careers, choosing low-risk, high-paying industries if they can.
Millions of Gen Zers are waiting for “the shoe to drop” when they realize that AI has replaced the entry-level job they planned to get. They are very aware that jobs are going away, and many of them are basic roles that are evaporating quickly.
Mental health is a huge issue for Gen Zers, yet many feel their boss doesn’t really take the issue seriously. Gen Z feels bosses see them as “fragile snowflakes” who can’t take the heat at work. Gen Z struggles to explain their anxiety and depression.
Generation Z also feels vulnerable regarding job expectations vs. reality. Many enter their careers with unrealistic expectations. Demands only become clear after they begin their job. This increases burnout levels as they’re overwhelmed by demands.
It’s helpful to note that each generation feels a disconnect socially at work. Generations desire some level of community, and some need it more than others. Each one reports feeling a bit isolated from others; communication seems strained and forced. Creating a culture of belonging can make a huge difference in reducing these feelings of vulnerability. Let’s lead with empathy.
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