JULY 2020HR TECH OUTLOOK9where leaders can find success in "flexing" their leadership styles to the needs and expectations of their employees.Feedback & Communication Styles Traditionalists respect rules and authority as it comes down the ladder and may want to be told what the priorities and needs are so they can complete them. Baby boomers can be uncomfortable sharing and following information flows that don't come directly from a manger. Helping them find comfort in a workplace where information can and should flow in many directions to allow innovative thinking and problem solving can be an empowering lesson, especially if managers provide context and understanding about this kind of communications change. Gen X and GenY/Millennials tend to take information from wherever Kim Davisit comes and will be more willing to apply it quickly. The feedback for this group might be to find a balance between confirmation and validation of data with speed and agility that could have the wrong assumptions baked in. These lessons can help leaders engage the workforce in collaboration and self-growth.Work Processes & Technology FocusTraditionalists and baby boomers are normally fluent with basics such as email, but some still have difficulty (or refuse) learning and adapting to newer technologies. Project management systems that allow multiple users and immediate feedback, platforms for data sharing and social media applications in the workplace can really help change the speed of work. In many instances, this is a great opportunity for a leader to introduce a collaborative learning style where the younger generational group become reverse mentors and coaches in helping to teach others how to best utilize these tools, building the knowledge base and the relationships between these groups of employees.Work Motivation & Rewards Traditionalists and baby boomers may have a more deep-rooted sense of duty and a feeling that "your pay is your reward." They potentially aren't as tuned into the need for a lot of recognition or "pats on the back."The younger generational groups have grown up in a world that reinforces immediate and social recognition and may desire that kind of recognition to feel engaged and appreciated. Regardless of what might be the preferred recognition offerings, everyone likes to know that they've done a good job and that their work is appreciated and makes a difference in the success of the company; a leader's ability to understand that can go a long way in the engagement of the workforce. The very face of work ­ where, how and when ­ is changing, as is the "why," which is moving to more of a purpose-driven culture that reflects the values of the employee. Leaders should look to understand the work motivation and rewards of each of their employees and flex their style in how they deliver these rewards to benefit the person, the team and the company. A successful leader needs to know what behaviors and work styles employees normally possess
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