Yes, Baby Boomers and Gen Xers can learn to see eye-to-eye on the job. Read on to find out how.

Can't we all get along? Rodney King's now-famous plea still rings true. This time, though, the issue isn't about race, but age. And the answer is decidedly maybe -- with some give and take.

Increasingly, Generation Xers (those in their 20s and early 30s) are battling with the Baby Boomers (those in their late 30s to mid-50s) in the workplace, whether it's the young boss supervising the reluctant Boomer or the seasoned vet grappling to communicate with a young buck. And generational tug-of-wars aren't doing much to ease turnover, as the low unemployment rate allows dissatisfied youngsters to job-hop at will. Therefore, figuring out how to work together is critical. According to a summer 1998 survey of Small Business Sentiment by KeyCorp, a growing number of employees in small businesses -- 41 percent at that time -- are Gen Xers.

"If these differences aren't resolved, some closely held businesses will fail," says David Paradise, president of the Family Business Resource Center in Newton Centre, Mass. "These kinds of conflicts can tear businesses apart," he adds.

So what's all the fuss about? According to KeyBank's survey, the majority of small business owners still believe in the slacker image of Gen Xers, claiming that they have substandard work ethics, produce inferior work, and are somewhat incompetent.

Whether that opinion deserves merit or not, the value of Xers, as a group, cannot be denied: They shine brightly when it comes to education, energy and technical expertise. However, some Gen Xers look down on Boomers for being less tech-savvy and somewhat old-fashioned in today's fast-paced global business environment. Some also take issue with their belief that many Boomers "sold out," sacrificing self and family in exchange for their perch atop the corporate ladder. And most Xers have a hard time respecting Boomers' unrequited loyalty, as they've watched downsizing and re-engineering leave some to fend for themselves.

One fifty-something business owner in Washington, D.C., who requested anonymity, is frustrated with the younger working generation. "Some of these young people need a lot of mentoring. They require a lot of training because they are lacking in some of the basic skills," he says. "They come to work dressed like it's the cocktail hour, and they don't mind spending business time tying up the phone lines discussing every detail of their personal lives."

While he admits that many Xers are technical whizzes, unfortunately many owners of low-tech businesses like his aren't able to attract such talent.

Even Gen Xers admit that managing their same-aged peers can be complicated. For example, Jason Talley, president of Talley Technologies and two other high-tech businesses in Joplin, Mo., is all of 22. He's been in business for five years, and his companies employ 17 people and generate a combined $8 to $10 million in annual revenue.

"I sometimes battle with my younger employees about why I make certain decisions. We twenty-somethings can be headstrong," says Talley, who will complete a bachelors degree at Missouri State College this spring.

However, in typical risk-taking Xer style, Talley has invested some of the money that was earmarked for his intuition to investigate a younger employee's business idea. "Sometimes it's worth it to spend the money. When it turns out to be a bad decision, it proves the point. I don't rub it in their face, but they see the results, and they know I'm right," Talley says. Such strategies quiet the debates that often rage among the young members of his staff.

As for his older employees, Talley says they don't give him much trouble and, in fact, are somewhat amazed at his stamina. "I can work until 3 a.m. for two weeks straight," he muses.

Though there are occasional jokes about his age, Talley takes them in jest. "It's up to young bosses not to let age be an issue. It's how you feel about yourself. If you're insecure or paranoid, that's your problem. I just remember I'm the one signing the paychecks."

The Issues for Xers

Judy Marston, of Marston & Associates in Mobile, Ala., is a motivational business speaker who has spent the last year or so talking to corporations about leading and motivating twenty-somethings. She surveyed her audiences, a mix of Boomers and Gen Xers, and came up with the following findings.

"Gen Xers most want the opportunities to learn new things; flex-time to set their own hours; to work for good, strong, ethical leaders; to be self-fulfilled; to make projects entrepreneurial endeavors; and to keep work interesting," she says. Then, the managers in attendance outlined which items would be hardest for them to implement. Topping the list were: flex-time, making projects entrepreneurial endeavors, fun at work, self-fulfillment, mentor programs, and ensuring time spent with managers and leaders.

Bruce Tulgan, a Gen Xer and founder of RainmakerThinking Inc., a New Haven, Conn., consulting firm, helps employers of all ages better understand his peers.

"Gen Xers are focused like a laser beam on achieving tangible results day in and day out. They also want to cash out on a regular basis in the form of proof of their ability to add value, or in experience, or in cash," says Tulgan. Therefore, he explains, performance-based compensation is key.

"Gen X says, 'I want to hold the lever that controls my compensation.' Timing counts, too. They don't want to wait until the end of the year. They say, 'I want a bonus right now if I work on a project long and hard,'" he adds. But non-financial rewards are just as important. "They're looking for training opportunities, exposure to decision-makers, the chance to put their name on tangible results," Tulgan says. And it's not that Gen Xers aren't loyal; it's just that they are loyal to themselves, points out Loeb.

Finally, he reveals, respect doesn't come cheap with Gen Xers. Businesses and managers have to earn it, and this is not a group that's easily impressed.

The Issues for Boomers

For the most part, Baby Boomers - whether they are in management or line staff positions - are looking for respect from Gen Xers. They want their opinions to be heard and they want to be validated as important contributors to the company's success.

Sometimes, however, "it's about power," says Edward Monte, a psychologist with Family Business Consultants in Philadelphia. "The older generation says, 'I know what I know. Shut up and listen.'" And when it comes to Boomers being managed by Gen Xers, they can be just as closed-minded.

Sometimes attempts by Boomers at mentoring Xers are rejected because values have shifted, says Monte. "Their advice may not even fit any more." And the authoritative, hierarchical workplace that older managers are accustomed to is no longer the norm. "What used to be just isn't," says Michael Mayer, a psychologist and consultant for the Family Business Center in Columbia, Mo. Many of the traditions have been challenged and replaced, he explains.

Furthermore, Gen Xers aren't willing to sacrifice their personal lives in the way that some Boomers had to, and some older managers have trouble with that, Mayer adds. "Younger people will question the expectation to work a 60-hour week. They'll think you're nuts," he says. "After all, they have tennis lessons or whatever."

Neil Stroud, president of Management and Training Innovations in McLean ,Va., recently surveyed a group of Boomer managers, who admitted that there is a degree of jealousy among those who subscribe to the I-did-it-so-why-can't-you mentality.

Gen Xers' boldness often takes some older managers by surprise. Some younger workers feel that entry-level jobs and menial tasks are below them, even if they're fresh out of college - or don't have a degree at all. And some have been known to demand exorbitant salaries and excessive fringe benefits, much to Boomers' dismay. The conflict lies in the fact that Boomers believe in working hard to earn rewards, and Gen Xers want instant gratification. After all, this is the remote-control, ATM, click-on-the-computer-and-order-anything generation.

Technology, too, has some Boomers feeling intimidated. "They don't feel like they are playing on a level field. Technology is challenging some in a way that makes them uncomfortable. They're out of their element in an area that is very significant these days," says Paradise. "Technology has the capacity to realign systems, power and authority. Many are feeling they just don't know enough."

A Meeting of Minds -- How to Work Together

Recognize each others' strengths. The first step to working together in harmony is recognizing that each generation is different, says Loeb. "An attempt to be less judgmental and appreciative of the differences will help use everybody's abilities to the fullest," she adds.

While stereotyping is easy, realize that Gen Xers are the most individualized beings on the planet. Until you can get rid of the "tags," as Mayer calls them, the conflicts will continue.

And mutual respect will open the door to two-way learning. Gen Xers have a lot to offer in the way of fresh perspectives on business. After all, there are a lot of 22-year-olds making millions," says Monte. And Boomers can provide the value of years of experience.

Adds Paradise, "I can think of a number of firms where younger people want the older generation to take more risks in business, and it's scaring the dickens out of management."

Instead of criticizing the ideas out of hand, give them serious consideration. You never know which one will be a winner.

Listen, listen, listen. "This must apply to both sides of the coin," stresses Mayer. "Without listening, no one will know where there needs to be flexibility."

And don't walk away from the conversation until you reach a mutually satisfying compromise and re-establish common goals, suggests Monte.

Being a good listener goes a long way in building relationships with Gen Xers. Says Tulgan, "If loyalty to the company is dead, loyalty to individual managers is alive and well. Think of yourself as more of a coach." Older managers can offer a little mentoring -- though you don't want to go overboard and micromanage -- then allow younger workers room to grow and take on the challenges they need to feel satisfied. The last thing you want is for Gen Xers to fall into a rut.

"The minute they're bored, they're going to say, 'I'm outta here,'" warns Marston.

Likewise, Gen Xers would be wise to listen to the wisdom of their older peers or staffers. While they may not be able to relate to some of the views, they will undoubtedly be able to learn some valuable lessons.

Take action. Once you know what the other wants, move to see where you can accommodate them. Since Gen Xers want to steer their own careers, make it easier on them by providing them with the training they need, whether it's sending them to traditional classes or giving them access to online learning.

"We've put into place online job postings so that people can assume responsibility for their own career paths," says Deborah Masten, manager of human resource development at JC Penney's headquarters in Plano, Texas.

Likewise, older staffers may want to slow down the pace of change or have more structure in the work place. If possible, take measures to accommodate these desires, as well.

Provide the larger context for work. Gen Xers and Boomers alike want jobs that give their lives meaning. Make sure each employee understands how his or her job fits into the overall goals of the company.

Toss some of the rules. No one recommends getting rid of all of the boundaries in the workplace, but remember that results are more important than rules. If goals get accomplished, does it really matter if the employees want to have a little fun in the meantime? Giving the whole crew a half-day off to attend a movie or some other outing is just one way you can lighten up the office for younger and older workers alike.

"Maybe that philosophy of working smarter instead of harder is OK," says Monte. "If an employee asks to take a month off to go backpacking in Europe, why fight it?" asks Marston. "If you don't give them the time off, it's likely that he or she will just quit. It's smarter to let them go and for them to come back -- especially as hard as it is to find good employees these days," she adds.

Of course not every company can afford to do this, in which case, there may be compromises that can be made.

Reward, reward, reward. You can't give too many pats on the back. The more you tell workers what a good job they're doing, the happier they will be. You don't have to be formal about the process, either. Doing so over a cup of coffee or quick lunch will often suffice.

Remember, it's not personal. "So many older managers have their emotions tied into their younger employees' success; they're concerned about legacy and see so much riding on this youngster's success. Don't see that younger person as an extension of yourself. Their performance isn't necessarily a reflection on you," advises Monte.

Tap into that energy. "While the high maintenance that some Gen Xers require wears out managers, figure out how to best use that excitement and enthusiasm," says Marston.

While other employees might not have the time or inclination to take part in committees and task forces, Gen Xers see such assignments as a chance to make a difference and to be involved.

Be honest. "In reality, Gen Xers don't want anything different from anybody else. They're just brave enough to ask for what they want," says Marston.

Don't begrudge workers for wanting the best for themselves.

Lastly, above all, realize that working together isn't an option; it's a necessity. Says Marston, "The workplace will never be the same. Everybody must adjust."

Copyright © 2000 by Virtual Advisor, Inc. All rights reserved.