Leadership and Generation X

CIO — I received so much feedback from CIO.com readers on my last column, "Generation X: Stepping Up to the Leadership Plate," that I decided to delve back into the controversial topic of leadership and Generation X. As a reminder, and for those of you who haven't read that column, I maintain that X-ers as a generation have not been equipped with key leadership skills and knowledge needed to assume vital leadership responsibilities being passed on to them by retiring Baby Boomers. Due to generational differences, Baby Boomers have not been good about sharing their knowledge, experience and networks, and Generation X has not been good about tapping into them.

Some readers' comments questioned my thesis and my generalizations about Gen X-ers and Baby Boomers, so in this column I want to explain the basis for my characterizations of these generations. I'll start by giving you some background on the social forces shaping Generation X in particular, and how certain traits common to many Gen X-ers (such as their self-sufficiency and distrust of institutions) have interfered with their ability as a generation to impact the Boomer-dominated culture, especially in the workplace. My hope is to increase your awareness of what makes Generation X tick (and what holds them back) so that Boomers, who don't know much about X-ers, can more effectively manage them, and so that X-ers can tap into their collective strengths and shared values to better prepare themselves for the leadership roles they will soon inherit.

Personal and Sociological Perspectives
I base my characterizations of Generation X in part on my own life: I was born in 1964 and therefore consider myself a Gen X-er. Before joining the Gilburg Leadership Institute, I worked as an attorney for state government, and prior to my stint in the public sector, I, like many Gen X-ers, bummed around in my 20s—bartending, waitressing, working here and there, holding down multiple jobs, trying to figure out where and how I could engage with the world. My awareness of generational differences started to emerge as I spent my days going from one informational interview to another, and my nights serving martinis to self-absorbed Boomer yuppies who were unsympathetic to the fact that I had a college degree (and later a law degree) and a mountain of debt, and was struggling to find a job that would suit my education and experience.

Does that scenario sound familiar to anyone?

Many X-ers share a similar story—one that illustrates their ability to endure the hardships associated with entering a less-than-welcoming Baby Boomer-dominated workplace by virtue of their self-reliance. This is the hallmark of Generation X: self-sufficient, self-directed and self-made, yet disconnected from the potential of its collective impact as a generation. It is this generation's sense of isolation and disconnection from a larger whole that confines its collective leadership potential. In order to lead and effect change, Gen X-ers cannot work alone. They must build relationships with those who share their values and goals, inspire and motivate others to follow, and develop the networks that enable them to solve larger problems, influence the status quo and collaboratively prepare for the future. These are critical tasks for leaders, and the modular nature of so many Gen X-ers has to date held them back from having a bigger and more united impact on the world around them.

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