【观点】职场中的“四代同堂”：为难了领导，委屈了员工

00后正式进入职场，一场“划世代”的职场碰撞已经开启。

70后、80后、90后、00后“四代同堂”之下，管理者们正在经历一个复杂而又充满挑战的变化——代际领导。其难点在于不仅要与新一代员工成功链接，更在于不同处事风格间的平衡布阵。

一、频频失效的领导力

70后等退休，任劳任怨；80后在加班，忍气吞声；90后看热闹，浑水摸鱼；00后重拳出击，整顿职场……一代比一代“自我”的职场态度，让今天的管理者哀叹年轻人“带不动”，年轻人吐槽领导“不懂事”。

究其原因，在于知识结构造成的代际差。领导力专家罗斯林德·托雷斯曾表示：“大多数领导力的培养计划都是基于过去世界的成功模式，而非现在或未来的世界。”

在此背景下，只注重方法论和经验论的领导力培养，从逻辑上就缺失了对现实环境的观察，进而导致了“年轻人不好管”、“领导变成弱势群体”这一错位。 CXO UNION-CXO联盟（cxounion.cn）

二、一代人有一代人的追求

“垮掉的一代”是上一代对下一代的普遍评价。实际上，无论是70后、80后、90后还是00后，从来都不存在“垮掉的一代”，有的只是因时代、知识结构差异而造就的工作态度和诉求的不同。

从境遇来看，大部分70后都幸运地抓住了福利分房的尾巴，且面临较小的就业压力，这让他们既有现实主义的追求，也有理想主义的情怀。因此，70后始终昂扬向好，追求通过努力获得集体认可与尊重。

80后则没那么幸运。独生子女政策的实施、不断上涨的房价，加上高等教育贬值后的就业挤压，让80后压力倍增。因此，80后价值驱动的脉搏跳动很明显：“钱”、“钱”、“更多的钱”。

经济的高速发展，让“房价和房租”成为不少90后的“命门”。在“无望翻身”的情境下，“丧”、“佛”、“躺平”成为90后的生存智慧。

而作为全新一代的职场人，00后有着更鲜明的多元文化和个性化特征。社交媒体的发达使得他们没有耐心长期等待“未来式”奖励。所以，比起过往职场前辈们的忍气吞声、得过且过，00后们更勇于追求金钱自由与情绪自由的“既要又要”。 CXO UNION-CXO联盟（cxounion.cn）

不同的时代语境衍生了不同的困境。代际领导的出发点，就是理解和尊重不同时代下的员工诉求。

三、代际领导的四大法则

除了共情能力，代际领导还需要与时俱进，不断升级管理思维与策略。

第一要会“软”，软化冲突。生活中的“代际战争”无处不在，可能是亲子之间、师生之间，亦或者是领导与员工之间都存在代沟。而作为管理者，想要软化冲突，需要做到两点：一、控制情绪；二、给予回应。对于员工的要求，无论是同意还是拒绝，都要及时给予回应，这是员工被尊重感的重要来源。

第二是够“淡”，淡化权威。“藐视权威”是年轻一代的鲜明特征，他们不盲从权威，也不会奉迎上级与前辈。比起权威，年轻一代更看重的是管理者的个人修养与领导能力。

第三是在适当的地方要“强”，强化边界。淡化权威不代表放任自由，而是通过强化边界帮助员工建立正确且清晰的职场角色意识。 CXO UNION-CXO联盟（cxounion.cn）

第四是擅于“奖”，这里的“奖”不只是物质奖励，更是人性激励，既不要羞于谈钱，也不要画饼代钱。特别是对于年轻一代而言，他们追求的不仅仅是物质的满足，更是个人的发展、工作的平衡，以及自我表达和创新的机会。

管理者可从打造使命驱动的工作环境、构建持续学习与发展平台、营造灵活自由的工作氛围、即时公正的奖励与反馈机制、关心员工身心健康这五大维度出发，构建适用于每一代员工的基础激励框架。

管理不是控制，更不是“拿捏”。不同年龄的人就如同森林里不同年龄的树，他们相互独立却又彼此交叉。职场中，无论是70后、80后、90后，还是00后，他们始终在同一片土地生长，最终也将构成同一片森林。

翻译：

“Four generations in the workplace” : embarrassed the leadership, wronged the employees

After 00 officially entered the workplace, a “generational” workplace collision has been opened.

Under the “four generations” of the post-70s, post-80s, post-90s and post-00s, managers are experiencing a complex and challenging change – intergenerational leadership. The challenge is not only to connect successfully with the new generation of employees, but also to strike a balance between different styles of doing things. CXO UNION-CXO联盟（cxounion.cn）

1. Frequently failed leadership

After 70, such as retirement, hard work; The post-80s are working overtime, swallowing their grudges; After 90 watch the fun, fish in troubled waters; Post-00s hit hard to rectify the workplace…… Generation by generation of “self” attitude in the workplace, so that today’s managers lament young people “can not move”, young people ridicule leaders “not sensible”.

The reason lies in the intergenerational difference caused by knowledge structure. Leadership expert Roslind Torres once said, “Most leadership development programs are based on what worked in the world of the past, not the world of the present or future.”

In this context, the leadership training that only focuses on methodology and empiricism logically misses the observation of the real environment, which leads to the dislocation of “young people are difficult to manage” and “leaders become vulnerable groups”. CXO UNION-CXO联盟（cxounion.cn）

2. Each generation has the pursuit of a generation

“Beat generation” is a common assessment of the next generation by the previous generation. In fact, whether it is the post-70s, post-80s, post-90s or post-00s, there has never been a “beat generation”, there are only differences in working attitudes and demands caused by differences in times and knowledge structures.

From the perspective of circumstances, most of the post-70s are lucky enough to grasp the tail of welfare housing distribution and face less employment pressure, which makes them both realistic pursuit and idealistic feelings. Therefore, the post-70s have always been high on the road to good, the pursuit of collective recognition and respect through efforts.

Those born in the 1980s were not so lucky. The implementation of the one-child policy, rising housing prices, and the employment squeeze after the devaluation of higher education have multiplied the pressure of the post-80s generation. As a result, the post-80s’ value-driven pulse is clear: “money,” “money,” “more money.” CXO UNION-CXO联盟（cxounion.cn）

The rapid development of the economy has made “house price and rent” the “life door” of many post-90s. In the situation of “hopeless turning over”, “mourning”, “Buddha” and “lying flat” have become the survival wisdom of the post-90s.

As a new generation of workers, the post-00s have more distinctive multicultural and personalized characteristics. Social media has made them impatient to wait long for “futuristic” rewards. Therefore, compared with the elders of the past workplace, they are more brave to pursue money freedom and emotional freedom. CXO UNION-CXO联盟（cxounion.cn）

Different times give rise to different dilemmas. The starting point of intergenerational leadership is to understand and respect the demands of employees in different times.

3. Four principles of intergenerational leadership

In addition to empathy, intergenerational leaders need to keep up with The Times and constantly upgrade their management thinking and strategies.

The first is to be “soft” and soften the conflict. The “generational war” in life is everywhere, and there may be a generation gap between parents and children, between teachers and students, or between leaders and employees. As a manager, if you want to soften the conflict, you need to do two things: first, control emotions; 2. Give a response. For the requirements of employees, whether they agree or refuse, they should respond in time, which is an important source of employees’ sense of respect.

The second is enough “light”, dilute authority. “Contempt for authority” is a distinctive feature of the younger generation, they do not blindly follow authority, nor will they welcome superiors and predecessors. Rather than authority, the younger generation values a manager’s personal cultivation and leadership ability. CXO UNION-CXO联盟（cxounion.cn）

The third is to be “strong” where appropriate and to strengthen boundaries. The dilution of authority does not mean laissez-faire, but by strengthening boundaries to help employees establish a correct and clear sense of workplace roles.

The fourth is good at “award”, here “award” is not only a material reward, but also a human incentive, neither ashamed to talk about money, do not draw cake instead of money. Especially for the younger generation, what they seek is not only material satisfaction, but also personal development, work balance, and opportunities for self-expression and innovation.

Starting from the five dimensions of creating a mission-driven working environment, building a platform for continuous learning and development, creating a flexible and free working atmosphere, instant and fair reward and feedback mechanism, and caring for the physical and mental health of employees, managers can build a basic incentive framework suitable for each generation of employees.

Management is not control, let alone “manipulation”. People of different ages are like trees of different ages in the forest, they are independent of each other but cross each other. In the workplace, whether it is after 70, 80, 90, or 00, they always grow in the same land, and eventually will constitute the same forest. CXO UNION-CXO联盟（cxounion.cn）

本文由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于CXO公园；编辑/翻译：CXO UNIONCXO联盟小U。

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