WORKFORCE DEVELOPMENT
Creating a Workplace That Works— At Every Age
By Sara Wildberger
2017 Argentum Workforce Development Symposium in Washington, D.C.
may be the most prevalent form of that change. What can leaders do to build a high-performing team in this environment? Argentum’s Workforce Development
S
Symposium, sponsored by OnShift and held September 14, 2017 in Washington, D.C., was a day of interactive discussion designed to spur innovative thinking about this long-term challenge—one already bringing significant change to all levels of the workplace. Featured speaker Bruce Tulgan, founder and
chairman of RainmakerThinking, is an expert on leadership, management, and young people in the workplace, as his most recent book, an updated edition of “Not Everyone Gets a Tro- phy: How to Manage the Millennials” attests. His group has been tracking and researching
24 SENIOR LIVING EXECUTIVE / ISSUE 5 2017
eismic demographic change will have a distinct effect on the senior living sector, and generational shift
generational shift in more than 400 organiza- tions for about a quarter-century.
“The grown-ups are leaving.” First, a snapshot: Tulgan sees the shift in terms of not three broad generational cate- gories, but rather seven narrower categories: pre-baby boom, first wave baby boomers, second wave baby boomers, Generation X, first wave millennials, second wave millen- nials, and post-millennials. While different generations have always
worked side by side, the big bumps in populations make our current and future situation something new—and concerning. “My advice is, you should worry,” Tulgan
says. “The grown-ups are leaving. They’re taking with them collective skills, knowledge, institutional memory, and the last vestiges of the work ethic.”
One of the primary disconnects is among
baby boomers, who are accustomed to put- ting in their time and working their way up the ladder, Gen X’ers, who are entrepreneur- ial and used to going it alone, and millennials, stereotyped as being “entitled” and needing constant reinforcement and rewards. But Tulgan flipped that perception: The
fact is, older workers are becoming more like millennials in their attitudes toward their work life and advancements—thinking more like free agents, for instance. And millennials don’t have greater wants
and needs, they have greater expectations— of themselves as well as of others. They want to hit the ground running, start mak- ing changes, and start making a difference. They’ll be your best and hardest workers,
Tulgan says, but there are two catches: They won’t work for vague promises of long-term
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