The Generational Divide at Work

*Image courtesy of Flickr

This week I will be posting some of the most requested New Voices of Philanthropy posts while I am at an ABFE convening. This post pretty much sums up my reason for starting this blog.

The Great Generational Divide or the Cross-Generational Solution to Work Satisfaction?- Originally posted June 2007

I have been in what some people would call a “generational rock and a hard place” for the last few months. I am a young person in the foundation field and one of my passions is helping young people learn how to advance in the philanthropic sector but one of my professional duties at the foundation is managing a project on older adult civic engagement. A big piece of this project is figuring out how to keep baby boomers in my community engaged as they begin to retire or change careers. Talk about competing priorities. On one hand I know how important it is to keep baby boomers engaged, on the other hand I am hearing from young people on a daily basis that they can’t advance because baby boomers won’t leave the philanthropic sector and make room for young people to advance. I have finally realized that this isn’t an “either, or” proposition. Baby boomers at foundations and in the nonprofit sector as a whole have great expertise that they contribute to the field but they have created positions for themselves where they work 80 hours a week and refuse to take vacation (or sick days for that matter), with the idea that “this whole place would fall apart without me”. Young people want more responsibility but would also like to have a life outside of their job. There are lots of explanations for why this is but one of the most probable that I have heard is that Gen X was raised as latchkey kids and saw the family sacrifices that their parents had to make to slowly climb the career ladder. They also saw their parents lose their pensions in mass layoff and Enron scandals, so they know that the old paradigm of work hard for the same company for 40 years and retire is no longer realistic.

What if a new way of working was created that still kept baby boomers engaged but allowed them to reduce the number of hours that they work so that they could keep health benefits and stay involved in a career that they love? What if this same new way of work allowed Gen X the flexibility to spend time with their families or take on a second job (to pay down the massive student loan debt that so many have)? If we started thinking of the program officer position (of any other foundation or nonprofit staff member for that matter) as a collection of tasks that can be completed by one or many people depending on the time available for each worker. How much more effective would a foundation be if instead of one program officer, they now had three sharing that same 80 hour a week position? The foundation would now have 3 times as many connections in the community, 3 diverse perspectives on how to solve social problems, and 3 great ambassadors for the foundation’s work.

What refinements (or significant changes) do you think are needed to create a foundation workplace that is supportive for multiple generations?

The Public Relations Problem of Gen X

So there has been a lot of research on this so-called “leadership gap.” We know that the workforce is getting older and if passed experiences are any indicator we now that baby boomers are going to begin to retire in large numbers from the non-profit sector. If we know this, why hasn’t the non-profit sector responded like the private sector by offering
intensive mentoring programs, and other leadership development experiences that will ensure that the leadership torch is passed?

Why is it that so many young people are spending 40 hours a week on repetitive, mind-numbing tasks, that aren’t so much building future leadership skills as they are filling time?

One of the reasons this hasn’t happened, is because of something that could be called a public relations problem of generation x and generation y. Our generations are thought of as lazy, disconnected, and not very loyal. People think this because connection looks differently than it did thirty years ago and generation x and to generation y are different type of employee than baby boomers. We think of themselves more as free agents than life long employees but are willing to work smarter, faster, and better than any previous generation because of our focus on finding new solutions to old problems.

Any suggestions for fixing this PR problem?

The new generational lanscape at work

Rainmaker Thinking has come up with the most understandable mind map of the current realities of the multi-generational workplace that I have seen. Check it out and let me know if you think it accurately portrays the current reality of your workplace.

The Great Generational Divide or the Cross-Generational Solution to Work Satisfaction?

I have been in what some people would call a “generational rock and a hard place” for the last few months. I am a young person in the foundation field and one of my passions is helping young people learn how to advance in the philanthropic sector but one of my professional duties at the foundation is managing a project on older adult civic engagement. A big piece of this project is figuring out how to keep baby boomers in my community engaged as they begin to retire or change careers. Talk about competing priorities. On one hand I know how important it is to keep baby boomers engaged, on the other hand I am hearing from young people on a daily basis that they can’t advance because baby boomers won’t leave the philanthropic sector and make room for young people to advance. I have finally realized that this isn’t an “either, or” proposition. Baby boomers at foundations and in the nonprofit sector as a whole have great expertise that they contribute to the field but they have created positions for themselves where they work 80 hours a week and refuse to take vacation (or sick days for that matter), with the idea that “this whole place would fall apart without me”. Young people want more responsibility but would also like to have a life outside of their job. There are lots of explanations for why this is but one of the most probable that I have heard is that Gen X was raised as latchkey kids and saw the family sacrifices that their parents had to make to slowly climb the career ladder. They also saw their parents lose their pensions in mass layoff and Enron scandals, so they know that the old paradigm of work hard for the same company for 40 years and retire is no longer realistic.

What if a new way of working was created that still kept baby boomers engaged but allowed them to reduce the number of hours that they work so that they could keep health benefits and stay involved in a career that they love? What if this same new way of work allowed Gen X the flexibility to spend time with their families or take on a second job (to pay down the massive student loan debt that so many have)? If we started thinking of the program officer position (of any other foundation or nonprofit staff member for that matter) as a collection of tasks that can be completed by one or many people depending on the time available for each worker. How much more effective would a foundation be if instead of one program officer, they now had three sharing that same 80 hour a week position? The foundation would now have 3 times as many connections in the community, 3 diverse perspectives on how to solve social problems, and 3 great ambassadors for the foundation’s work.

What refinements (or significant changes) do you think are needed to create a foundation workplace that is supportive for multiple generations?

Advice to Those Working with New Foundation Staff- Part 2

This is Part 2 of my post of ways that long-term staff can support new foundation staff members.

• Explain the unwritten rules of your foundation- Each foundation has rules about how the work is done, what types of organizations it will and will not support, and how its staff should dress and behave. Knowing these rules can be the difference between succeeding and failing at an organization, so share this knowledge with new staff. But if you can’t explain the purpose or benefit of some these unwritten rules, maybe its time to reconsider them.
• Help new staff find mentors within and outside of your organization- Mentors are an invaluable source of information about organizational culture and can act as a guide as new staff learn about the politics of an organization.
• Be open to suggestions about how technology can improve staff efficiency- Many young foundation staff have needed to be skilled at using computers since elementary school. Technology becomes second nature for many of these staff members and this can be a great opportunity to use this staff member as a guinea pig to try new technologies.

Having a diverse foundation staff, in terms of age, ethnicity, sex, religion, sexual orientation, and opinion on the local sports team is what creates an effective organization. You are better able to make decisions about impacting your local community if your staff truly reflects the diversity of your community. The true benefit of a multi-generational workforce is the variety of skills and experiences that individuals bring to the job. Don’t lose that benefit by trying to make new staff assimilate to the culture of the organizations’ generational majority.

Advice to Those Working with New Foundation Staff- Part 1

One of my most read posts is Advice to Those New to the Foundation Field. The purpose of that post was to encourage new foundation staff to take control of their personal development. I have gotten lots of questions from long-term staff that want to support young foundation staff but aren’t sure how. I hope the following tips will be helpful:

• Set the bar high- Don’t assume that young foundation staff members will be intimidated by the volume of work at a foundation. Since many can remember the recent experience of juggling multiple priorities and assignments in college or graduate school, the often frantic pace of foundation work isn’t as overwhelming as you may assume. When you give these staff members tough assignments, hide your surprise when they meet or exceed those expectations.
• Use new staff members as an opportunity to identify problematic or confusing operational policies- If you have been at a foundation for a long time, you develop ways to work around parts of the bureaucracy of a foundation that don’t make sense. When you have new staff, pay attention to the questions that they ask about your process, they may see opportunities for improvement that can be missed if you have been working around the system for a long time.
• Provide plenty of training opportunities- It is expense to fully train a new staff member but the quality of their initial training will determine how effective they will be for the rest of their time at your organization. Important training opportunities for program officers include: ethics, analyzing financial statements, legal basics, and any program specific areas that the staff person will be responsible for.
• Have your new staff members map out their long-term career goals- Find ways to support those long term goals and you will have a motivated member of your team that will stretch themselves to help the organization achieve its goals.
• Use the addition of a new staff person as an opportunity to re-institute a culture learning for all members of your staff- Communities change, tools to do your work changes, and the practices of other foundations change. As new staff members are learning about all of these new areas take it as an opportunity to help long-term staff stay current on new trends in the field.

More tips to come on this topic on Thursday.

Knowledge Sharing in the Field

In my last post on advice to new foundation staff, I said that there isn’t a handbook that tells you how to be a good Program Officer, that doesn’t mean that there aren’t a lot of tools along the way that will make your job a lot clearer. One of this blog’s readers, Donald, suggested The Insider's Guide to GrantMaking by Joel Orosz as a good starting point for new grantmakers. I have found Grantcraft’s articles to be very useful as well.

There is a lot to be said for written resources but there are also the “unwritten” rules of grantmaking. These are the rules that exist in the heads of our boards and presidents. Rules in this category are things like “we don’t fund that type of organization”, or “we can only invest our endowment in traditional investments, not community development projects”. One of my purposes of creating this blog was to begin to bridge the generational gap that exists in the field of philanthropy. Part of that generational gap is the younger generation’s lack of experience doing the business of grantmaking. There is a lot that can be learned in this job by experiencing it firsthand. You make an unsuccessful grant, you learn from that experience and make a better grant next time. But another part of this gap is more experienced grantmakers not taking the time to share the lessons that they have learned. Until we learn as a field to share our lessons learned within our organizations, and more importantly throughout the field, we will never make true progress on the issues that are impacting our society.

First Time Visitor Guide

It can be a little bit overwhelming to visit a blog for the first time. On some blogs it may feel like you are entering mid-conversation. This guide is my attempt to help you get a sense of the topics that I include in my blog so that you can be an active participant in this small corner of the web.


Blog Description

This blog covers issues of generational change in the philanthropic sector and more broadly trends in philanthropy. This is a wide range of topics from how professional training programs in philanthropy are creating a younger applicant pool for foundation positions to how Google is revolutionizing the concept of philanthropy. We are in a unique period of time where baby boomers are retiring and Gen Xers have made it clear that they are not content with keeping the status quo in the nonprofit or foundation sectors. I believe we are in an important period of rapid evolution in the philanthropic field, which is very significant for a field has been traditionally stagnant (or based on years of history and tradition, depending on your perspective). I will use this blog to document that evolution.


Interaction

Working at a Foundation can be very consuming work that narrows your focus to only the grant proposals that come across your desk. I write this blog because it expands my focus to trends that are larger than the community that I work in but that will have significant impact on that same community. It also helps me think through and learn about the topics that I write about. Interacting with readers and other bloggers about these topics really helps to expand and clarify my own thinking. I want your thoughts about these issues as well. The real benefit of reading about topics on the web is the blurred line between audience and author and the real exchange of knowledge that happens when many people provide their perspectives. Comments are very much welcome.

Now that I’ve introduced myself, why don’t you briefly introduce yourself in the comments area below. Who are you, do you work in the philanthropic sector, and why are you interested in trends in philanthropy?