How Different Generations Approach Work
View the full-size version of the infographic by clicking here
The first representatives of Generation Z have started to trickle into the workplace – and like generations before them, they are bringing a different perspective to things.
Did you know that there are now up to five generations now working under any given roof, ranging all the way from the Silent Generation (born Pre-WWII) to the aforementioned Gen Z?
Let’s see how these generational groups differ in their approaches to communication, career priorities, and company loyalty.
Generational Differences at Work
Today’s infographic comes to us from Raconteur, and it breaks down some key differences in how generational groups are thinking about the workplace.
Let’s dive deeper into the data for each category.
How people prefer to communicate is one major and obvious difference that manifests itself between generations.
While many in older generations have dabbled in new technologies and trends around communications, it’s less likely that they will internalize those methods as habits. Meanwhile, for younger folks, these newer methods (chat, texting, etc.) are what they grew up with.
Top three communication methods by generation:
- Baby Boomers:
40% of communication is in person, 35% by email, and 13% by phone
- Gen X:
34% of communication is in person, 34% by email, and 13% by phone
33% of communication is by email, 31% is in person, and 12% by chat
- Gen Z:
31% of communication is by chat, 26% is in person, and 16% by emails
Meanwhile, the generations are divided on what motivates them in the workplace. Boomers place health insurance as an important decision factor, while younger groups view salary and pursuing a passion as being key elements to a successful career.
Three most important work motivators by generation (in order):
- Baby Boomers:
Health insurance, a boss worthy of respect, and salary
- Gen X:
Salary, job security, and job challenges/excitement
Salary, job challenges/excitement, and ability to pursue passion
- Gen Z:
Salary, ability to pursue passion, and job security
Finally, generational groups have varying perspectives on how long they would be willing to stay in any one role.
- Baby Boomers: 8 years
- Gen X: 7 years
- Millennials: 5 years
- Gen Z: 3 years
Given the above differences, employers will have to think clearly about how to attract and retain talent across a wide scope of generations. Further, employers will have to learn what motivates each group, as well as what makes them each feel the most comfortable in the workplace.
Visualizing the Daily Routines of Famous Creative People
The eclectic daily routines that inspired the world’s most famous creative people to produce their best and most original work.
Visualizing the Daily Routines of Famous Creative People
Creative people have a reputation for circumventing convention.
After all, if creatives always did things the same way as everyone else, how could they ever produce anything original and truly unique?
While it’s not always easy to do things differently, the most famous creative people throughout history have almost always followed their own paths. The end result, thankfully for us, is a wealth of original art that has served to inspire generation upon generation.
Time Well Spent
Today’s chart comes to us from Podio and it breaks down the daily routines of famous creative people, such as Pablo Picasso, Mozart, Maya Angelou, or Benjamin Franklin.
We highly recommend the interactive version which allows you to highlight segments of the chart to see more specific details on the routines of each creative person.
It’s also worth noting that the routines listed don’t necessarily represent the exact everyday activities for the listed creatives – instead, they are representations of what’s been recorded in diaries, journals, letters, or other literature by these greats themselves.
Finally, most of the data comes from the book Daily Rituals: How Artists Work by Mason Currey.
Unconventional Habits of Creative Geniuses
Here are some of the creatives that had some of the most unusual and eccentric routines:
Ludwig van Beethoven
The famous German composer and pianist was a coffee addict, and would count exactly 60 beans for each cup of joe he consumed.
The novelist would have strong bouts of insomnia and often hallucinated. This condition shaped his creative process, and he stated in his journal that he only knew the type of writing in which “fear [kept him] from sleeping”.
Honoré de Balzac
The French novelist and playwright “[went] to bed at six or seven in the evening, like the chickens” and started working just after midnight. When he worked, he wore “Moroccan slippers” and a “notorious white monkish robe with a belt of Venetian gold”. In his defense, with this type of routine, he was able to write 85 novels in 20 years.
The English-American poet took Benzedrine – an amphetamine – every morning for 20 years as a systematic part of his routine and creative process. He balanced its use with the barbiturate Seconal, for when he wanted to sleep. He called amphetamines a “labor-saving device” that gave direct energy to his work.
The French poet, novelist, and dramatist, best known for penning Les Misérables and The Hunchback of Notre-Dame, had very busy and eclectic days.
His breakfast would include coffee and two raw eggs, and after working for a few hours in the morning, he would take an ice bath on the roof. In the afternoon, he would try to fit in a quick visit with his barber, a date with his mistress, and also some strenuous exercise. In the evening, he would write some more, and then play cards and go out with friends.
The Reputation Lives On
Rightfully or wrongfully deserved, the reputation of creative geniuses for doing things differently is something that will likely continue to live on – and the rest of the world will likely pass judgement so long as they continue to receive the fruits of their labors.
11 Things Leaders Should Never Say to Teams
Here are 11 common phrases that managers should avoid saying to their teams, and what they should replace them with to get a better result.
Being a leader comes with great responsibility.
Not only are you accountable for the success of your division or organization, but your team is also constantly reliant on you for feedback, coaching, and guiding personal development.
While juggling these priorities, it’s not always easy for a manager to know the exact right thing to say to employees on the team. To further complicate matters, we all have bad management habits that have compounded over time, and they can be difficult to shed.
Building a New Lexicon
Today’s infographic comes to us from Headway Capital, and it highlights 11 things that leaders should never say to their teams.
More importantly, it breaks down the negative implications of each instance, while also providing suggestions on how we can evolve our managerial skills to ensure that we are approaching each situation far more proactively.
Life as a leader is busy, and it has many competing priorities.
However, to grow the type of company culture that pays long-term dividends, it’s worth it to try and better develop the way you give feedback to team members.
Using the list of items in the infographic, we can generally categorize these mistakes in a few distinct categories.
1. Gut Reactions
The quick dismissal of someone’s effort (“That’s not important”) or the temptation to play the busy card (“I don’t have time to talk right now”) can send the message that an employee’s time or thoughts are not valued.
Instead, small adjustments can be made to encourage better outcomes. For example, you could make it clear that while you may be busy in the moment, that a time can be scheduled at a later date to discuss the issue in detail.
2. Business Truisms
Likewise, spouting overused, quasi-motivational business phrases (“Failure is not an option”) or using dictative language (“We’ve already tried that before”) can stifle innovation at a company.
It’s better to instead ask questions, such as “What is our backup plan if this idea doesn’t work?” or “What other options do you see?”, to expand the range of opportunities that can be pursued.
3. Generic Feedback
Finally, although phrases like “Keep doing what you’re doing” or “Nice job today” seem to be positive and engaging, they actually are ineffective from a development perspective.
Employees need specific feedback to grow, so all that has to happen here is to mention a specific task or project along with the feedback. Team members can then internalize precisely what made a project or task a success, and apply it to other areas in the workplace.
Markets6 months ago
The Jeff Bezos Empire in One Giant Chart
Maps8 months ago
Mercator Misconceptions: Clever Map Shows the True Size of Countries
Advertising4 months ago
Meet Generation Z: The Newest Member to the Workforce
Misc7 months ago
24 Cognitive Biases That Are Warping Your Perception of Reality
Advertising3 months ago
How the Tech Giants Make Their Billions
Technology6 months ago
The 20 Internet Giants That Rule the Web
Environment4 months ago
The World’s 25 Largest Lakes, Side by Side
Chart of the Week6 months ago
Chart: The World’s Largest 10 Economies in 2030