Retiring the Generation Gap: How Employees Young and Old Can Find Common Ground

Retiring the Generation Gap: How Employees Young and Old Can Find Common Ground

by Jennifer J. Deal
Released December 2006
Publisher(s): Jossey-Bass
ISBN: 9780787985257

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Book description

Written in a highly accessible (and often witty) style, this groundbreaking book addresses a number of generational issues. Deal provides a description of each issue, a summary of the relevant research results, a principle that can be applied to resolve (or at least mitigate) the issue, and practical advice for applying the principle in the workplace. Applying these principles will help everyone to work with, work for, attract, manage, retain, and develop leaders of all generations.

Table of contents

  1. Retiring the Generation Gap: How Employees Young and Old Can Find Common Ground
    1. Copyright
    2. Preface
    3. Dedication
    4. Contents
    5. Preface-1
      1. Why This Book Says “We”
      2. Why We’re Writing to Everyone and Not Just to Managers and Leaders
    6. Introduction: Do Not Pass Go Without Reading This Chapter!
      1. How We Got Here
      2. About the Research (1/2)
      3. About the Research (2/2)
      4. Why No Generalizations Are True, Including This One
      5. Before You Proceed . . .
    7. Principle 1: All Generations Have Similar Values; They Just Express Them Differently
      1. Research
      2. All Generations Have Similar Values; They Just Express Them Differently
      3. How This Applies to You
      4. If You Are a Manager
      5. What You Should Have Learned from This Chapter
    8. Principle 2: Everyone Wants Respect; They Just Don’t Define It the Same Way
      1. Research
      2. Everyone Wants Respect, They Just Don’t Define It the Same Way
      3. When Authority Is Reversed
      4. How This Applies to You
      5. If You Are a Manager
      6. What You Should Have Learned from This Chapter
    9. Principle 3: Trust Matters
      1. Research (1/2)
      2. Research (2/2)
      3. Trust Matters
      4. The Benefits of Trust
      5. How This Applies to You
      6. If You Are a Manager
      7. What You Should Have Learned from This Chapter
    10. Principle 4: People Want Leaders Who Are Credible and Trustworthy
      1. Research (1/2)
      2. Research (2/2)
      3. People Want Leaders Who Are Credible and Trustworthy
      4. How This Applies to You
      5. If You Are a Manager
      6. Does Age Matter at All?
      7. What You Should Have Learned from This Chapter
    11. Principle 5: Organizational Politics Is a Problem—No Matter How Old (or Young) You Are
      1. Research (1/2)
      2. Research (2/2)
      3. Organizational Politics Is a Problem—No Matter How Old (or Young) You Are
      4. How This Applies to You (Whether or Not You Are a Manager)
      5. What You Should Have Learned from This Chapter
    12. Principle 6: No One Really Likes Change
      1. Research (1/2)
      2. Research (2/2)
      3. Almost No One Really Likes Change
      4. How This Applies to You
      5. If You Are a Manager
      6. What You Should Have Learned from This Chapter
    13. Principle 7: Loyalty Depends on the Context, Not on the Generation
      1. Research (1/3)
      2. Research (2/3)
      3. Research (3/3)
      4. Loyalty Depends on the Context, Not on the Generation
      5. How This Applies to You
      6. If You Are a Manager
      7. What You Should Have Learned from This Chapter
    14. Principle 8: It’s as Easy to Retain a Young Person as an Older One—If You Do the Right Things
      1. Research
      2. It’s as Easy to Retain a Young Person as an Older One—If You Do the Right Things (1/3)
      3. It’s as Easy to Retain a Young Person as an Older One—If You Do the Right Things (2/3)
      4. It’s as Easy to Retain a Young Person as an Older One—If You Do the Right Things (3/3)
      5. When Nothing Is Going to Help
      6. If You Are a Manager
      7. If You Are an Employee on the Verge of Changing Jobs
      8. What You Should Have Learned from This Chapter
    15. Principle 9: Everyone Wants to Learn—More Than Just About Anything Else
      1. Research (1/3)
      2. Research (2/3)
      3. Research (3/3)
      4. Everyone Wants to Learn
      5. How This Applies to You
      6. Better, Cheaper, Faster—Choose Two
      7. What You Should Have Learned from This Chapter
    16. Principle 10: Almost Everyone Wants a Coach
      1. Research (1/2)
      2. Research (2/2)
      3. Almost Everyone Wants a Coach
      4. How This Applies to You
      5. If You Are a Manager
      6. What You Should Have Learned from This Chapter
    17. Conclusion
      1. What You Need to Do
    18. Answers to a Few Questions
    19. Appendix A: Percentage of Respondents Who Placed Each Value in Their Top Ten, by Generation
    20. Appendix B: Percentage of Respondents Who Placed Each Value in Their Top Three, by Generation
    21. Appendix C: Percentage of Respondents Who Placed Each Leadership Attribute in Their Top Ten, by Generation
    22. Appendix D: Percentage of Respondents Who Placed Each Leadership Attribute in Their Top Three, by Generation
    23. Appendix E: Percentage of Respondents Who Placed Each Leadership Attribute in Their Top Ten, by Organizational Level
    24. Appendix F: Average Number of Jobs Worked During Each Age Period
    25. References and Suggested Reading
    26. Acknowledgments
    27. About the Author
    28. Index (1/3)
    29. Index (2/3)
    30. Index (3/3)
    31. About the Center for Creative Leadership

Product information

  • Title: Retiring the Generation Gap: How Employees Young and Old Can Find Common Ground
  • Author(s): Jennifer J. Deal
  • Release date: December 2006
  • Publisher(s): Jossey-Bass
  • ISBN: 9780787985257