erations Xs and Y will be required to assume leadership positions in a much younger age than their predecessors. Most estimates indicate three to 10 years are available for this assessment and development process. Best practices, as identified by MBC, start with doing an assessment for cognitive skills, motivational energy, occupational interests, and personality traits. The assessments can be used to develop a growth plan for the individual to enhance leadership skills before it is necessary for the individual to actually take a leadership position.

3. Have a current secession plan for all key positions. In preparation, organizations need to develop sec

There has been considerable discussion concerning how the Baby Boomer and Builder generations would handle the transition of power as Generation X and Generation Y prepare to lead the business world of the future.

A recent survey by Office Team of California shows that 51% of Baby Boomers and Builders are very comfortable working for younger supervisors. In fact the survey shows that only 11% would be uncomfortable reporting to someone younger than themselves.

This is very understandable and the Builder generation where the main interest is to use their experience to supplement their retirement income. The general feeling is they have paid their dues therefore they don't need leadership positions.

In the Baby Boomer generation the idea of retirement is not being welcomed as much as the concept of continuing in the workplace without the stress of high-level management positions.

The survey results show that both older generations have gotten over the stigma of reporting to a younger and less experienced leader. This is good news for upper management who can now confidently groom younger generations for leadership roles.

The Grooming Process

Multicultural Business Council (MBC), a cultural empowerment organization near Detroit, Michigan, has identified three steps essential to the process of grooming Generation X and Y for middle and upper management. These steps are:

1. Educate future managers about generational differences. The common traits, strengths, weaknesses, and motivators of each generation can be easily identified by understanding the events and experiences the generations have held as a whole. This becomes a powerful knowledge for the Baby Boomer and Builder generations in understanding how to draw talent out of younger workers and how to relate to these younger workers as they become bosses. At the same time, Generations X and Y does not relate to the experiences that have formed and shaped the Baby Boomer and Builder generations. MBC developed a concise workshop called, “Managing Builders, Boomers, Xs, and Ys without Losing Your Zs.” The workshop is divided in such a way that all four generations gain a clearer understanding of the workplace difficulties and misunderstandings between the generations. Once individuals understand each generation they know how to create a harmonious and productive working environment. MBC's workshop is available in an online format throughout the world, hosted by Macomb Community College.

2. Assess future leaders to polish their leadership ability. With current projections by the governments of most countries, members of Generations Xs and Y will be required to assume leadership positions in a much younger age than their predecessors. Most estimates indicate three to 10 years are available for this assessment and development process. Best practices, as identified by MBC, start with doing an assessment for cognitive skills, motivational energy, occupational interests, and personality traits. The assessments can be used to develop a growth plan for the individual to enhance leadership skills before it is necessary for the individual to actually take a leadership position.

3. Have a current secession plan for all key positions. In preparation, organizations need to develop sece

ues therefore they don't need leadership positions.

In the Baby Boomer generation the idea of retirement is not being welcomed as much as the concept of continuing in the workplace without the stress of high-level management positions.

The survey results show that both older generations have gotten over the stigma of reporting to a younger and less experienced leader. This is good news for upper management who can now confidently groom younger generations for leadership roles.

The Grooming Process

Multicultural Business Council (MBC), a cultural empowerment organization near Detroit, Michigan, has identified three steps essential to the process of grooming Generation X and Y for middle and upper management. These steps are:

1. Educate future managers about generational differences. The common traits, strengths, weaknesses, and motivators of each generation can be easily identified by understanding the events and experiences the generations have held as a whole. This becomes a powerful knowledge for the Baby Boomer and Builder generations in understanding how to draw talent out of younger workers and how to relate to these younger workers as they become bosses. At the same time, Generations X and Y does not relate to the experiences that have formed and shaped the Baby Boomer and Builder generations. MBC developed a concise workshop called, “Managing Builders, Boomers, Xs, and Ys without Losing Your Zs.” The workshop is divided in such a way that all four generations gain a clearer understanding of the workplace difficulties and misunderstandings between the generations. Once individuals understand each generation they know how to create a harmonious and productive working environment. MBC's workshop is available in an online format throughout the world, hosted by Macomb Community College.

2. Assess future leaders to polish their leadership ability. With current projections by the governments of most countries, members of Generations Xs and Y will be required to assume leadership positions in a much younger age than their predecessors. Most estimates indicate three to 10 years are available for this assessment and development process. Best practices, as identified by MBC, start with doing an assessment for cognitive skills, motivational energy, occupational interests, and personality traits. The assessments can be used to develop a growth plan for the individual to enhance leadership skills before it is necessary for the individual to actually take a leadership position.

3. Have a current secession plan for all key positions. In preparation, organizations need to develop sec

to the process of grooming Generation X and Y for middle and upper management. These steps are:

1. Educate future managers about generational differences. The common traits, strengths, weaknesses, and motivators of each generation can be easily identified by understanding the events and experiences the generations have held as a whole. This becomes a powerful knowledge for the Baby Boomer and Builder generations in understanding how to draw talent out of younger workers and how to relate to these younger workers as they become bosses. At the same time, Generations X and Y does not relate to the experiences that have formed and shaped the Baby Boomer and Builder generations. MBC developed a concise workshop called, “Managing Builders, Boomers, Xs, and Ys without Losing Your Zs.” The workshop is divided in such a way that all four generations gain a clearer understanding of the workplace difficulties and misunderstandings between the generations. Once individuals understand each generation they know how to create a harmonious and productive working environment. MBC's workshop is available in an online format throughout the world, hosted by Macomb Community College.

2. Assess future leaders to polish their leadership ability. With current projections by the governments of most countries, members of Generations Xs and Y will be required to assume leadership positions in a much younger age than their predecessors. Most estimates indicate three to 10 years are available for this assessment and development process. Best practices, as identified by MBC, start with doing an assessment for cognitive skills, motivational energy, occupational interests, and personality traits. The assessments can be used to develop a growth plan for the individual to enhance leadership skills before it is necessary for the individual to actually take a leadership position.

3. Have a current secession plan for all key positions. In preparation, organizations need to develop sec

nd Builder generations. MBC developed a concise workshop called, “Managing Builders, Boomers, Xs, and Ys without Losing Your Zs.” The workshop is divided in such a way that all four generations gain a clearer understanding of the workplace difficulties and misunderstandings between the generations. Once individuals understand each generation they know how to create a harmonious and productive working environment. MBC's workshop is available in an online format throughout the world, hosted by Macomb Community College.

2. Assess future leaders to polish their leadership ability. With current projections by the governments of most countries, members of Generations Xs and Y will be required to assume leadership positions in a much younger age than their predecessors. Most estimates indicate three to 10 years are available for this assessment and development process. Best practices, as identified by MBC, start with doing an assessment for cognitive skills, motivational energy, occupational interests, and personality traits. The assessments can be used to develop a growth plan for the individual to enhance leadership skills before it is necessary for the individual to actually take a leadership position.

3. Have a current secession plan for all key positions. In preparation, organizations need to develop sec

erations Xs and Y will be required to assume leadership positions in a much younger age than their predecessors. Most estimates indicate three to 10 years are available for this assessment and development process. Best practices, as identified by MBC, start with doing an assessment for cognitive skills, motivational energy, occupational interests, and personality traits. The assessments can be used to develop a growth plan for the individual to enhance leadership skills before it is necessary for the individual to actually take a leadership position.

3. Have a current secession plan for all key positions. In preparation, organizations need to develop secession plans to replace retiring Baby Boomers. MBC recommends that the same assessments used in step two feed this secession plan. They have found assessments offered through Profiles International of Texas are excellent tools for the assessment and secession planning process. More details are available on their website, www.mbcglobal.org.

It is clearly time to begin the transition of turning business leadership over to the younger generations while there is still time for the younger generation to be mentored and coached by the exiting Baby Boomers and Builders. However, unless the first steps of this journey are taken soon time will run out.

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