Generational differences in the search for (professional) satisfaction

Humans are creatures of habit. We habitually move through the motions of life that we have dictated and reinforced through daily routines and widespread societal expectations. But what do we do if we start to reject the notion of habit as a virtue and pursue the extraordinary in order to avoid the mundane? 

Mediocrity has been defined as “the quality or state of being mediocre” (of only average quality) but for many of us this term has become synonymous with the concept of discontentedness. There is a great aversion to stagnancy in our personal but more importantly in our professional lives. My mind echoes profoundly the fear of mediocrity in life. This fear is not held in isolation but rather is widespread and indeed is heightened among the “future generations”, specifically millennials and Gen Z. This omnipresent fear that has seemingly possessed the future generations has lead me to question; is the fear of mediocrity, the looming fear of boredom and stagnation, the catalyst driving the future of work? 

Is the fear of mediocrity, the looming fear of boredom and stagnation, the catalyst driving the future of work? 

Studies now show us that this subject is no longer an ominous conceptualisation but rather a reality creating detrimental effects on the work environment and impacting the future of work. One example of this is the significant influx in turnover rates companies are now experiencing. 

What is driving this fear? One explanation for this fear that resides in both Gen Z and Millennials specifically, can be drawn from the findings of Jess Watts (RPA ad agency) who undertook a year-long qualitative study of Gen Z. The study found that perception within this generation is ‘top-of-mind’ stating that “they feel this very public awareness of their success. It’s not a personal professional journey to them – the stakes are much higher and accelerated. You have to be the best, as soon as possible, and you need others to see it and know it.”

“They feel this very public awareness of their success. It’s not a personal professional journey to them – the stakes are much higher and accelerated. You have to be the best, as soon as possible, and you need others to see it and know it.”

Jess Watts (RPA ad agency) Study Findings

Studies now show us that this subject is no longer an ominous conceptualisation but rather a reality reaping detrimental effects on the work environment and future of work. One example of this is the significant increase in turnover rates companies are now experiencing. 

In the book ‘Keeping the Millennials’ by Joanne Sujansky and Jan Ferri-Reed, various studies are synthesised and their findings cohesively agree that companies are losing billions of dollars due to turnover within this generation. The book then continues to stress the importance of developing and sustaining a ‘Millennial friendly culture’ as the authors remind us that this generation is moving in great numbers into the existing workforce. An additional driver that creates increased pressure regarding the timely development of this new culture is the large number of baby boomers that are now departing from the work force. The book suggests there are many contributing factors to the high level of turnover we are now experiencing with this generation. However, perhaps the most significant contributor is that millennials ‘move fast and want to be challenged – if they become bored in a job that fails to demand their best for long periods of time, they’re gone’.

So, the question now is how do we create an environment in the work place that will work to make the younger generations want to stay and still accommodate for the transition period between those younger generations entering the work force as the older generation leaves? Before being able to answer this we first must look at some of the other key contributing factors to the younger generations aversion to staying put and thier fear of stagnation. 

A major issue presenting itself among the younger generations, particularly Gen Z, as a result of this fear of mediocrity, is burnout. Forbes has recently done a serious of powerful articles regarding Gen Z entering the workforce. The article ‘Gen Z is coming to work and their stress is already high’ references a recent study conducted by the American Psychological Association which found that over 90% of participants that fell within the Gen Z category reported experiencing “at least one symptom of stress, including lack of motivation and depression”. Part of the reasoning that is presented in the article to explain why this is so was the extreme exposure to and ‘issues’ presented by, the media.

Although the media and crises have been relevant factors for other generations, they have traditionally been accompanied by continuous exposure through traditional media. Recent environmental and social justice movements, expose Gen Z as “digital natives” who are said to feel the full extent of these stressors. Regarding work specifically, the article continues to say that the leading cause for increased anxiety among Gen Z is “the perception of an extremely competitive environment, long hours and tight deadlines imposed by employers, substantial time spent in front of a computer screen, and after-hours side hustles allowing for little downtime” (Borysenko, 2018). These identified stressors came from a study that pulled from a pool of over 6,000 participants. Addressing these stressors and reducing their impact is essential. However it is of equal value before addressing this and presenting a recommendation to remedy it, to consider the impact this is having on other generations. 

Although this has become an increasingly poignant issue regarding Gen Z, it is paramount to remember that burnout has an effect on all generations in the workplace. However, it presents itself in different ways and there are variants in the causation. The image below visualizes the finding of a study conducted by Staples Business Advantage and is indicative of the primary factors that lead to burnout at work among each generation. 

Adverse effects of fear of mediocrity fuelling the younger generation as discussed are having an irreversible impact on the future of work. However, as mentioned previously, in addressing this issue and developing ways of minimising the potential risk and negative impacts, it is essential to look at how this is impacting older generations and accommodating for this. 

It is key to remember the inevitable Generational difference of the experience of time and history. Younger generations, having grown up in a time of relative stability and opportunity, do not think it likely to become or remain unemployed (Sujansky, J. and Ferri-Reed, J. 2009). This leads us to look at the concept of concession vs. relativity. The idea of ‘concession versus relativity’ essentially means that the things we choose to give up and compromises we make in life are made in direct relation to our experiences and what we believe to be reasonable. A cost/benefit analysis of sorts, if you will. Companies will need to endeavour to show there is room for growth and development within company and the employee role (and if it does not exist, create it). This could include [during the application process] outlining what a career path with the company and industry could look like. 

More flexible hours and locations are now, in my opinion, vital to the development of the future work environment. This helps companies to ensure the work environment is interesting, allowing the flexibility for fluidity of working space and ideas. More lateral managing and discussion opportunities should also be integrated into the future work culture, providing time to collaborate and engage. The younger generations now want to feel fulfilled by their work. This requires sufficient engagement not only regarding work but also socially (work culture). 

In the course of integrating these concepts into the current work environment it is essential not to forget the older generations as they transition out of the work force.

In a previous article, I discussed – ”one size fits all” post –  how “the standards that have been encouraged and set by people with fewer responsibilities have now set difficult and often unrealistic expectations for others.”

A major contributing factor to these is the erosion of a work life balance and the expectation of unreasonable work hours. Often it is seen that these unrealistic work hours are set by the younger generations. This is impacting the older generation as it sets the precedent of unrealistic expectations and leaves them picking up slack when younger colleagues leave their jobs prematurely. This links to the article that was previously mentioned (Staples Business Advantage study) which identified burnout as being a prevalent problem affecting all generations in different ways.

What each generation wants and needs out of work and in turn what are stressors, varies. Due to the high turnover rates employers are now catering towards the younger generations and trying to generate incentives to make them stay. However, this is to the detriment of older generations as employers now place less importance on them, and therefore less focus on them because statistically, they tend to stay in same job (more prominent concept of employer loyalty) and due to difference in (latent) motives have embraced the concept of stagnation and mediocrity in the work place. loyalty is a once coveted quality they are now suffering from as consequence of possessing. 

So how do we ensure that we accommodate the worlds working population and fulfil the needs of each generation without inflicting detrimental repercussions on the others. How do we co-exist in the work place? 

The answer lies within direct correlation of the concept, concession vs. relativity. What does a reasonable version of this look like for each generation? How much work is too much? What needs must be met?

This will involve starting a more open dialogue and maintaining this discussion throughout an individuals time within a company. This process begins by developing an open, supportive and honest work culture. Incorporating this in a lateral management style as mentioned before and an open, more flexible work environment (both space and hours) is essential. This has the potential to incorporate a list of work that must be accomplished during the week, including specific ways to measure the adequate completion (SMART objectives, KPIs, weekly goals in congruence with business plan etc.) and specific amounts of contact in office hours on a regular basis (held accountable in team meetings). 

Flexibility of work hours and location allows companies to address and accommodate individuals that have unique work/life requirements, assisting them to reach a reasonable compromise that accommodates their fundamental and obligatory responsibilities. Introducing this level of flexibility to the work environment allows employees to work from home, their most productive, creative space, or to work more convenient hours. For example, individuals that are sick or have a chronic illness can still work but do not have to overexert and pressure themselves by physically attending the office on a daily 9 to 5 basis. Similarly, people with obligatory commitments (such as parents) have increased flexibility. Implementing weekly goals set for each member of a team will also allow a company to reassess what is feasibly possible and fair for a worker to complete and to more easily monitor success and performance of both the individual and the company. 

As we are all well aware, the work force is ever changing and will require continuous assessment, innovation and adaptability to accommodate for the needs of each future generation as they come to pass. 

References

Bean, S. (2019). Overwork and burnout affects all the generations in the workplace – Workplace Insight. [online] Workplace Insight. Available at: https://workplaceinsight.net/overwork-and-burn-out-affects-all-the-generations-in-the-workplace/ [Accessed 1 Nov. 2019].

Blumenfeld, R. (2019). Gen Z At Work – 8 Reasons To Be Afraid. Forbes.

Borysenko, K. (2019). Generation Z Is Coming To Work And Their Stress Is Already High. [online] Forbes.com. Available at: https://www.forbes.com/sites/karlynborysenko/2018/11/01/generation-z-is-coming-to-work-and-their-stress-is-already-high/#7dd94349273b [Accessed 31 Oct. 2019].

Candla, V. (2016). Are Millennials Content With Mediocrity?. University Of Florida Odyssey.

HRD Connect. (2019). Working flexibly to reduce employee stress levels. [online] Available at: https://www.hrdconnect.com/2019/04/10/working-flexibly-to-reduce-employee-stress-levels/ [Accessed 1 Nov. 2019].

Lassander, M. (2019). IS GENERATION Z MORE SCARED THAN EARLIER GENERATIONS?. Pacific Standard.

Schroeder, B. (2019). Millennials, Fear Of Taking Risks Will Hold You Back. Six Ways To Uptick Your Risk Quotient.. [online] Forbes.com. Available at: https://www.forbes.com/sites/bernhardschroeder/2019/05/16/millennials-fear-of-taking-risks-will-hold-you-back-six-ways-to-uptick-your-risk-quotient/#2fe973b31f83 [Accessed 28 Oct. 2019].

Sujansky, J. and Ferri-Reed, J. (2009). Keeping The Millennials: Why Companies Are Losing Billions In Turnover To This Generation – and What To Do About It. John Wiley & Sons, Inc.

Therapy In Philadelphia. (2019). Why the Idea of Mediocrity Tortures Millennials. [online] Available at: https://www.therapyinphiladelphia.com/tips/why-the-idea-of-mediocrity-torchers-millenials [Accessed 30 Oct. 2019].

Narrative Interview

When deciding who to interview for narrative practice I thought I had made a natural and easy choice; someone I had intimate knowledge of and was very close to throughout the entirety of both our lives – my youngest of three brothers, James. However, as the interview came to pass it quickly came to my attention that I had chosen quite the opposite. Within a few minutes of the interview starting my brother constructed a barrier to prevent himself from reading the few questions I had scrawled out and to remain objective. Similarly, he had to call me out a few times throughout the process asking if my question would influence his answer. Hereditary personality traits. I think the reason I found it difficult to remain subjective was for two distinct reasons.

Firstly, I found it difficult to be subjective because I had the perception of this person that I know, this preconceived notion of who the individual that is one of your closest friends is. It is always hard to be confronted with a new understanding of them but at the same time profoundly exciting. I always find it interesting to be reminded that people have an entire life that is separate from your own (their own thoughts, feelings and experiences) that you don’t know about regardless of how close you are to them. They are their own person.

The second element that provided torturous temptation to break the position of subjectivity was, quite simply put, surprise. The answers I was receiving weren’t what I had expected when preparing for the interview. Growing up in the same family with similar experiences I thought that certain aspects of our shared experiences (in some cases quite profound and life-changing) would be more prominent and influential in his decisions and ideology approaching working and his future. However, this was not the case.

“Torturous temptation to break the position of subjectivity was, quite simply put, surprise.”

– Eleanor Glissan

During the interview, one concept seemed to protrude, purpose. This concept was underpinning all the core values that James held. The idea that power structures need to be relevant and his desire to have an effect on the world and surrounding environment rather than just working passively through accentuated this. This concept linked seamlessly to the absent but implicit of the indispensable need to be actively engaged and interested in the work he does. This made me start to think about a reoccurring sentiment that arose throughout the interview and when looking through my notes … the looming fear of boredom and stagnation.

“I want an effect on the world and surrounding environment rather than just work passively through”

– James Glissan

In my mind, fear of stagnation and mediocrity are inextricably linked which lead me to question, is this what is really driving the future generation and their decisions regarding work/careers? If so indubitably having a significant impact on the future of work. This concept of fear resonated profoundly with me as one that is shared. Which lead me to consider in respect to this subject (the future of work) how this fear is changing the ways in which work culture and work-places are changing.

We see evidence that this is already having a sweeping effect on the work environment and future of work when looking at statistics showing the profoundly high turnover rate of millennials (Sujansky and Ferri-Reed, 2009). There are countless articles addressing this issue and associated fears of the future of the work-place in publications such as Forbes (Blumenfeld, 2019). However, high turnover rates are just a singular effect of this aspect and how it is changing the future of work. Employers now must actively strategize how to provide incentives to get millennial employees to stay with the company (consideration of profit/loss regarding extensive training then losing the employee etc.)  and reduce risk of Gen Z burn out because of increased stress (more so than previous generations (Lassander, 2019)) driven by fear of mediocrity (Candela, 2016).

Regarding my approach to the specific issue that came up and my response to it, I think I was undeniably influenced by my own values. This fear as I mentioned earlier, resonated with me as it is one I also possess. I suppose in part this is due to growing up in the same family with similar values instilled in us as children and throughout our adolescence, however, I think it has been further perpetuated by my own psyche and desires. Regarding my brother, upon reflection, I think he is driven more by having a purpose or point to his work and helping others however I am more so driven by my need to live up to expectations set by myself and not assume mediocrity which in my mind has become inextricably linked to being unsatisfied in life. I think it would be acutely interesting to explore the influence this shared fear among millennials and Gen Z is having on the future of work and how retrospectively that is having a larger impact on older generations.

References

Blumenfeld, R. (2019). Gen Z At Work – 8 Reasons To Be Afraid. Forbes.

Candla, V. (2016). Are Millennials Content With Mediocrity?. University Of Florida Odyssey.

Lassander, M. (2019). IS GENERATION Z MORE SCARED THAN EARLIER GENERATIONS?. Pacific Standard.

Sujansky, J. and Ferri-Reed, J. (2009). Keeping The Millennials: Why Companies Are Losing Billions In Turnover To This Generation – and What To Do About It. John Wiley & Sons, Inc.

One size fits all?

Over the last 50 years, we have seen a fundamental shift in societies perceived approach to work ethic. We no longer ‘work to live’ but rather ‘live to work’. Or at least, this is what our attitude is expected to be to a vast majority of our employers.

The line that once ensured a work-life balance has been eroded by increased competition for jobs amongst the world’s youth resulting in employees already established in the work-force to make excessive concessions to maintain relevancy and their positions. This often comes at the expense of an individual’s family, relationship or even health.

There has been a normalisation of this conversation regarding the preferences of younger, single or healthy people. The compliance regarding the expectations set by employers has come as a deprivation of people with a multitude of constraints. The standards that have been encouraged and set by people with fewer responsibilities have now set difficult and often unrealistic expectations for others.

People with severe health issues are now faced with the additional pressure and fear that if they take the time they need to get better or work at a more subdued pace compared to their co-workers they may lose their job and the ability to pay for their medical expenses. Individuals that work to support their family now do so at the cost of not being able to see their children grow up and watch their relationships deteriorate.

Free time has now become a distant or absent dream. The sentiment of individuals worrying about the amount of work they have to accomplish the following day or week during their limited time to spend with their family is hardly sparse or scarce.

This generalisation leads us to the notion, how much work is too much? Can we really continue to allude that the ‘one size fits all’ approach to work is pertinent or equitable?

In the article “No. 1 cause of bad work-life balance? Bad bosses” Jeanne Sahadi discusses exactly what contributes to poor work-life balance and what some reasonable considerations are. The article broke down the major contributing factors to poor work-life balance stating that as a result major life events had been missed. The article really drove home this point by painting a vivid and all too familiar picture.

Be honest. How many times have you said this to your 5-year-old: “Hold on a sec, honey, I just have to answer this email from work.”

A recent study conducted by CNN found that “more than half of Millennials said it’s okay to answer an urgent email during family dinner, while less than a third of Baby Boomers did”. The survey consisted of more than 2,000 participants who identified as having a full-time “9-to-5” job. The findings of this study further indicate the generational difference in approach to work and its role in adjusting work expectations.

A personal story that shows the unique and shared experience of how seemingly ‘acceptable’ and ‘reasonable’ work expectations change, becoming pragmatic and the mirror opposite of healthy as you go through life is the story of my mother’s career.

After completing her undergraduate degree, my mother spent her early twenties in success, based in Miami and working throughout the Caribbean for a well-respected publishing firm. Following several years of working in this industry, in her mid-twenties, she decided to obtain her law degree in Australia where her parents had moved. During her law degree, she met my father and chose to stay in Australia. After getting married and starting a family as a young and driven woman, she decided to continue to work.

While raising two young children with a limited support system in Australia, my mother decided to work from home and help run my fathers law practice. During this time my mother struggled to maintain a marital relationship, work and fulfil the stereotypical standard of woman, wife and mother (in my personal opinion she did such an excellent job, and I couldn’t imagine a kinder, more loving and supporting mother and childhood).

When my brother and I were in our late teens and old enough to look after ourselves (to a point), she decided to stop working from home and get a job at a law firm. At this time, people made it extremely difficult for her reducing her to ‘just a mother’ or not being accommodating or respectful of the hours she needed to support her family emotionally.

After a few years working for other law firms, my mother opened her own law firm. Since doing this, her boutique firm has been a considerable success getting major cases, news coverage and a vast array of cases. However, her success came with crazy work hours and little to no personal time. This is one of the constraints of owning and running your own business; however, with this comes the opportunity of my mother being able to take extended amounts of time off to go for holidays with her family. This is an opportunity which is not presented to the every-day worker as compensation for sacrificed family time.

The point is that people should not have to start and run their own business in order to get a reasonable compromise that accommodates their fundamental and obligatory responsibilities.

The absent but implicit that can be found in this narrative (as with many that are similar in nature) is that although work is essential and many want to thrive in this aspect of their life, they do not want it to consume all others and become the single aspect of their life. Individuals are no longer willing to make an unconditional renunciation of their family and other commitments to achieve success in their profession.

It is not inordinate to assert that success and financial gain in the world of work should not have to come with considerable expense to ourselves, family and life. Nevertheless, it is now an expectation that we not only make this unreasonable compromise but are happy to do so.

Unconventional hours; a paradigm of future work expectations.

Time. An entity which is fluid yet demands ridged adherence. Society has always considered time as a complex concept with practical application … or so we thought. The 9 to 5 work schedule which has dominated the traditional notion of the workday of the twentieth century is now obsolete as we explore what the future of work holds and the expectations that will be applied to it.

In my own experience, this is already a prevalent factor in working life – particularly running my own business. Many a time has a client contacted me on a Sunday evening with urgent updates to their website that need to be made before ‘opening of business’ on a Monday morning at 9am. This is a common occurrence not only for business owners who must be available 24/7 to attend to customer needs (more so in professions of a white-collar nature) but for individuals that work for companies in a variety of industries. This ranges from lawyers working 15 hour days at major firms to the staff of British Vogue taking 12-hour shifts during the first day of May (the Met Gala) to ensure complete coverage.

This change in approach and expectation of unconventional work hours stems from technological advancements and the global connectivity that lies at every individual’s fingertips. News networks now need to have employees working at all times so they are able to ensure coverage of what is happening anywhere around the world (regardless of time zones) to maintain competitive advantage and relevancy. The driving force behind these changes regarding the future of work, in my opinion, is not employers but rather consumers. It is now expected that a consumer can get what they want when they want it and with the increasing number of start-ups, e-commerce sites and sole practitioners this is made possible with increasing ease. Consequently, convenience and accessibility is now essential to the success and indeed survival of any company.

For businesses to stay profitable and individuals to progress in their careers, this is now not only expected but necessary. Welcome to the future.