Command and Staff Program

By Readiness Network, Inc.

Generations

Replies
494
Voices
255
Dr. Mitch Javidi
Instructions:  
  1. Post a new discussion related to the topics covered in this module.  Your post needs to provide specific lessons learned with examples from this module helping you enhance your leadership capacity at work.
  2. After posting your discussion, review posts provided by other students in the class and reply to at least one of them. 
  • Johnny Holyfield

    I enjoyed the TED talk by Stanley McChrystal. One thing he said that jumped out was, "Leaders let you fail and not be a failure." Much of the content throughout the module was about feedback to the younger generations. I am a Gen Xer and am always looking for feedback. I often find myself giving deputies feedback on their reports and their thought processes. I have found however, much of our administration staff does not give feedback. There is no constructive criticism or clearly defined instructions to achieve the stated goal or task. As an Xer that is frustrating but I learn from each failure and try not to make the same mistakes.

  • Heather Phillips

    This module really hit home for me as I'm in charge of training our newly hired deputies. In my most recent class, the ages ranged from 21 years old to 53. I was able to see the differences immediately in the generations in regards to communication, life experience and abilities. While the younger ones exceled with technology, the older ones were better able to tie in previous experience for a higher understanding of certain concepts. Everyone got on the same page, but it just took longer because their training needs varied. The module helped me understand that despite their differences, workers have a multitude of things in common as far as their workplace expectations and basic needs. It just takes a patient leader to be able to effectively communicate with all ages and be willing to make accommodations to some degree.

    • Johnny Holyfield

      Great post Heather. I assist in the FTO coordination at our department and the variety of rookies we get is wide. But it isn't just the new hires for us. As we promote FTO's I have to figure out their motivators and their personalities. I think personalities are just as big within the generations and just as important to recognize and understand. This module helped out tremendously and I look forward to using this to help our program become more successful.

  • Justin Haynes

    This was a great module. We have all heard complaints of different generations. X wont do this and Z is this way etc. I took away that we do have options for leading the different generations and that it is rooted in many of our previous training in this class. Communication and active listening continue to be a theme. Treating everyone as an individual thereby allowing for the differences to be recognized and accounted for.

  • Reynaldo Gregory

    This module was very informative on the break down of each generation. In my department we have gen x and millennials. And the break down of each is spot on. As a supervisor you have to lead each group a little differently. Gen x will do what’s told and millennials ned to be told with explanations. You have to find the balance between the two.

    • Justin Haynes

      Reynaldo,

      Great post. I agree with you. We need to be dynamic between the generations. The balance is key.

      Good post.

      Justin

  • My agency employees Baby Boomers, Gen X, and Millennials. Resolving generational conflicts (and they do arise) within our police department can be simply a question of "talking it out", but sometimes requires a more comprehensive strategy that acknowledges the diverse perspectives and values that each generation brings to the table. The command staff must consistently encourage an inclusive environment where open dialogue is encouraged, allowing officers of different age groups to express their concerns and share insights. However, discipline and respect to the chain of command must be maintained. Implementing cross-generational training programs can help bridge communication gaps and foster mutual understanding. Recognizing the unique strengths each generation brings to our small department, whether it's the extensive experience of Baby Boomers, the practical, problem-solving approach of Gen X, or the tech-savvy and innovative (thinking "outside of the box") mindset of Millennials, is essential to success. By emphasizing our common goals and shared values, leadership can promote a sense of unity and collaboration, strengthening the overall harmony of the police department while ensuring the effective execution of our police department's mission.

    • Reynaldo Gregory

      I agree, and also with the generational gaps in my department clicks form and it becomes an older generation vs. a younger generation. It can be challenging as a supervisor to keep both on task.

  • Ben Jones

    This module clearly spells out the differences between the generations and their mindsets while at work. This is prevalent within the department I work for. The younger generation has a knack for technology and can navigate through various computer systems more so than officers who are on the verge of retirement. On the other hand, when delegating tasks throughout the day, the older generation doesn’t question it, like a younger officer would. The generational gaps of the officers that work within a department could benefit from one another, but I feel the older generation lets their ego get in the way at times for this to work. One of the hardest aspects of leadership is trying to merge both mindsets together for the common good. Intertwining the generational skill sets could create a more productive working environment and reduce the number of “why’s” during a working rotation.

  • Clayton Feagins

    This module really reflects the issues of leadership when we consider different generations. Different tasks and points of view are really reflected when think of baby boomers and new technology. Even when we consider that other generations came into new technology and communications are different.

  • Thomas Shay

    I found that Stanley McChrystal's term "Inversion of Expertise" is so relevant with law enforcement today. While I grew up in a generation with computers in the household, the younger officers amaze me with the way they use technology, especially social media, to gain valuable information. I do not know how to use some of the applications they use but I need to try and get a basic understanding so that I can properly lead them.

  • Mitch Allen

    I have always noticed a difference in learning styles between the different generations but to actually see a study done on what the difference is and why it is eye-opening. It will definitely help me in the future to become a better leader and also have a better leader-member exchange. I also thought it was concerning that Generation X was not as loyal to its employer as the other earlier generations. I like the fact that the module ends on a positive note from the teachings of Ron Zemke on how to retain employees with different styles of leadership and the real-world examples that were provided.

    • Ben Jones

      Mitch:
      Ron Zemke’s pyramid for retaining Generation Y Officers was definitely beneficial. I believe some of the suggestions could be used for other generations as well. Most people within an organization want their voices heard and want to feel valued.

  • Bernie Woodward

    The part of this lesson that stood out the most wa the training needs and style depending on the generation. I definately think there needs to be some catering to the different generations when it comes to training but in our line of work it may be hard to separate the two with shift work and time restraints. Older generations like classroom settings, where younger generations like on the job trainin, in the field.

    • Bernie, I agree. I like the idea of catering communication and leadership to the various "styles" of the different generations, as long as law enforcement and the department's mission aren't compromised along the way. I think this is going to be a challenge faced by all agencies in the future as the paradigm of communication techniques and policing in general shifts into the 21st Century.

  • Frederick Gimbel

    The part of this module that stuck out to me was Ron Zemke's suggestions for empowering and retaining Generation Y Police Officers. Retainment is a very critical aspect of any law enforcement agency. Just like every other agency in the country we are not exempt to this here. Generation difference play a role in retainment. As Ron Zemke suggested, agency's need to create a positive work environment, offer growth opportunities, be flexible, and be supportive of work-life balance.

  • Kenny Goncalves

    In the workplace, generational differences can be both a challenge and an opportunity. On the one hand, they can lead to conflict and misunderstandings. Generational differences can also lead to innovation and creativity. When people from different generations come together, they can bring new perspectives and ideas to the table.

    • Frederick Gimbel

      The key to creating opportunities out of generational differences is finding out how to bring all parties to the table. This only happens after an understanding of where each one has come from and their outlook. All parties involved have to be open minded and able to adapt.

  • Jessica Daley

    This module explained the generations to me in a way that I had not thought of before. Being able to lead the different generations has been somewhat of a difficult task in my agency. We have everything from the boomers who work hard and are afraid of change to the gen x who question it and even the millennials who want to train about it. This can be difficult at times to manage it but the more we sit down together to discuss the changes and help each generation understand them, the easier it has been to make the changes and brig everyone on board.

  • After completing this module, I can agree that many of the characteristics used to differentiate each generation seems fairly accurate but do see some that don’t match up. Though it will be different with each individual, with me a millennial, I don’t do well or find much comfort with technology and don’t care for obtaining recognition for doing my job. I also have the “older worker” mentality that believes new employees need to put in their time with an agency before they should be given a promotion or openly provide opinions on certain work matters. I do agree with the fact that I find it easy to keep a good balance between my work and personal life, find it natural to interact with my superiors and ask questions without feeling like I am being disrespectful towards them. Each generation had their core strengths and weaknesses described in this module. It is important to know and understanding what each person brings to the table so you can combine the different generational mindsets to help an organization succeed.

    • Thomas Shay

      By this modules definition, I am also a millennial. However, I find that all those characteristics do not fit me either. I find that a lot of the older millennials I work with fit a similar mold as me. As you said, understanding the individual is key to success.

  • Jon Swenson

    This was interesting to have all the generations described. I had some basic knowledge, and now I feel that I understand the generations a bit better. I am a Generation X and felt that it fit fairly well. It was interesting to learn more about the younger generations as I think it will help understand their wants and needs and actions a bit better.

    • Kenny Goncalves

      I totally agree with your perspective. By understanding and respecting these differences, we can create more inclusive and productive workplaces and communities.

  • Nicholas Wenzel

    With my age making me a millennial I really don't fit the mold. I don't care for any type of recognition and I do not balance my work and life very well. I am very focused on my job, which I am trying to do better at balancing. One thing I really took away was how the younger generations are willing to leave their jobs and go elsewhere for promotions or viewing the grass as greener. I know this is a big issue with our agency and I never really thought about it as a generation issue. I myself did this for a promotion with leaving one agency for another knowing it would lead to a greater position. I always thought of it more as the culture of law enforcement in today's climate, with the low applicants and being certified you can go work for any agency you wish. This lesson made a lot of sense with the generations and not being tied to one department for your career as the older generations were.

    • Jon Swenson

      I think your perspective is interesting and accurate. I am a Gen X'er and I have had other opportunities but elected to stay loyal with my department. I felt that it was a no brainer to me and didn't even consider out of loyalty. I do see the younger officers having more of willingness to move from department to department with more ease.

    • I also have been seeing many younger officers leave for "greener" pastures around the area. Many of them advised they are going elsewhere because they are looking for more job advancement opportunities or wanting a department with a better culture. Change can be very difficult for many but as stated in this module the younger generation does well with it.

      • Heather Phillips

        We have a lot of young officers who do a year at this agency and then leave to chase the money and continue to jump agencies before settling down. Clearly, they have no loyalty to any one agency because they don't stay long enough to develop any ties. Ron Zemke's suggestions for retention could help minimize the younger generation wanting to leave so quickly. I like his idea of assigning a mentor to help foster meaningful relationships.

  • It was interesting to see the generational differences regarding workplace lives. Although I fall under the Millennial realm, it took me quite some time to not be married to the job and have a work and home life balance.
    One thing I found odd is that Gen Xers view job hopping as a valid career method. This shows a lack of loyalty to the organization and to me, advancement becomes nearly impossible. However, I agree with the module that if, as an organization, we can retain employees if the organizational values match the individual employee's values. I have also seen a difference amongst my supervisors over the years realign their methods so they can relate with younger generations. One way of doing this is explaining the “why” behind actions. The stance on younger employees asking “why” has begun losing the negative connotation. When supervisors understand the generation and answer the “why” rather than “this is how we have always done it”, legitimacy amongst supervision and subordinates is established and the gap between the generations is mended.

  • Derick Eidahl

    I discovered that I fall into both Generation X and Millennial generations; I was born in 1984. I identify more with Gen X versus Millennials. I found how each generation looks at things differently to be interesting. The discussion about the younger generation and how they tend to be less loyal to an employer stood out. Though I fall into those generations, I have always preferred to find a place of employment where I was happy. On the other hand, I have no problem leaving an employer if I find something that would benefit me or my family more. Leaving the employer would be easy, but leaving my friends who work there would be.

    • Bernie Woodward

      I am also right at the Gen X / Millenial change (1981) but I definately associate myself as Generation X as well. I see the same truths about loyalty. When I took my job, I thought of it as a career and knew I wanted to climb the ranks with my current organization. The same is true for most my age at my organization. As we have hired Millenials over the years, they don't have the same loyalty and will leave to make a little more money, or different uniform, etc.

  • Michael Kathman

    As stated in the lecture, assuming needs to be avoided. I think that it can be very easy to have a predetermined opinion about various generational groups. These opinions can be detrimental to effective leadership. Generational groups may have common traits but everyone is different. We need to be cognizant of that and as the lecture also stated, don't just assume. Additionally, although many of the differences between generations were discussed, I took a lot away from the information provided about the similarities that exist like feeling valued.

  • Christopher Kozub

    I was surprised to learn that there are 7 different historical generations identified by researchers, I never heard of more than the current generations that we hear of currently, that maybe because I’m technically a millennial! The difference in generations also shows different life objections and ideologies, some with more and better work ethics than others and others with entitlement issues that I think we see more now than ever!

  • Caleb Tesdahl

    Well first I learned today that I am technically a millennial, which shocked me, but respond more like a Gen X. I liked learning about the difference in mindsets that may occur in people depending on age and how we need to ensure we do not make our decisions based on assumptions. In the end communication is key and knowing your audience will assist you in being an effective leader.

    • Derick Eidahl

      The culture you grew up in plays a HUGE part in how you identify within these generations. I grew up in the country outside of a small town. I spent many summers growing up at our family farm in South Dakota. So even though I too can be placed in either Gen X or Millennial, I also see a lot of Baby Boomer traits in myself.

      • Derick, I think you hit the nail on the head with stating culture plays a huge part! Although I fall under the millennial realm, I have traits that identify with other generations. I contribute this to my upbringing and the morals and values my family held and the community in which I grew up in down in south Alabama.

  • Lindsay VanGuilder

    I recognize that communicating with new deputies vs. deputies creeping towards retirement requires a much different approach within my agency. As technology improves and new training requirements are created, I find myself accommodating each generation very differently. This module helped me understand the needs and expectations associated with each different generation.

    • Caleb Tesdahl

      I agree this module did assist me to understand differences associated with different generations. It helped to understand what mindset they may lean towards and how that may effect the way they respond.

    • Christopher Kozub

      I agree that we as supervisors and leaders almost have to have a different hat for each one of our peers when we talk with them. What we say to one, may not be comprehended by the other and vice versa, that is where it makes instructors, teachers and leaders jobs a little more difficult, because we have to adapt to our peers and not try to make them adapt to us. The happy medium is not really an option sometimes any more it seems

  • Emily Warnygora

    This module was another reminder that not everyone thinks the same or values the same things. As the generation of the workforce changes for our profession, we need to adapt our communication styles and strategies for retention. It was also a reminder to stop and think about what someone may value before making assumptions.

    • I agree with adapting communication styles and retention strategies. Adaptability in this profession is a must! As leaders, we must make this a habit to be influential. I also like how you stated this served as a reminder to stop and think about other's values. I think, at times, then can be difficult but if we work this muscle enough it can be the deciding factor of officers leaving our agency or staying.

  • Gregory Sumner

    One of my biggest takeaways from this module comes from retention. Almost all, if not all, law enforcement agencies across the U.S. struggle with retention. I know my department is always trying to figure out ways to help with retention. In the module, it is stated that workers stay where they are happy, wants to work at places where they are valued, recognized, supported, and appreciated, and that competency-based training helps with retention.

    There are also many generational conflicts in the workplace. Many people immediately assume things before gathering all of the facts and some generations see asking questions as a bad thing. Asking questions is not bad and people need to figure out why things are done a certain way. I know that I ask why quite often, but it is because I want to understand why something is done the way it is. Once I know why something is done that way, I will not forget it.

    • Michael Kathman

      I agree with you about asking questions. I have to admit that I have sometimes felt aggravated when questions are being asked. They mainly came from new recruits and I just wanted them to do what they were told. But, I also realized that I do the same exact thing. I want to understand the logic behind what I'm instructed to do and so do they. I believe when those questions are answered a complete understanding of the task is revealed and the chance of success is improved dramatically.

    • Gregory, retention is a huge thing! Unfortunately the number of people wanting to enter the law enforcement world is decreasing and many officers are doing short stints and returning to civilian careers. I think some of this is contributed to the animosity some of society holds towards the career and some of it is our own doing, within our agencies. We must motivate our officers and let them know how truly valued they are. As stated in an earlier module, everybody wants to be a part of something great.

  • Brian J. Blache, Sr.

    Effective communication plays a crucial role in the workplace, and navigating the complexities of intergenerational communication can be challenging. In my personal experience, I have encountered difficulties in effectively communicating with individuals from different generations. As a younger employee, I sometimes struggled to express my ideas and perspectives to older colleagues who may have different communication preferences or resist change. Conversely, I have also faced challenges in understanding the communication styles of older generations who may value more traditional methods of communication. This module highlighted the importance of recognizing and bridging the generational communication gap to foster collaboration and understanding in the workplace.

    • Gregory Sumner

      Brian, I agree with you when it comes to older generations being resistant to change. I had a conversation with my Sheriff today and we talked about the cultural differences and how he was working on change within out department because he understands that the LEO of today is not the LEO from 30 years ago.

  • Jeffrey Snyder

    The younger generation has grown up in a world where technology has made communication more manageable and accessible. As such, they expect clear and concise communication delivered in a way that resonates with them. Effective communicators understand this and can adapt their style to meet the needs of their audience.

    Being an effective communicator requires active listening, empathy, and the ability to convey ideas. It also involves being aware of non-verbal cues such as body language and tone of voice. By mastering these skills, one can establish trust, build relationships, and positively impact young people's lives.

    I grew up playing outside until the street light came on or until I heard my parents yell out my full government name. I also grew up at the beginning of the new technology era from Atari to where we are today. This module helped me understand some things I'm still struggling with regarding communication.

    • Brian J. Blache, Sr.

      Personally, this module has shed light on my own communication struggles, bridging generational gaps in the workplace.

      As someone who also grew up experiencing both traditional outdoor play and the rapid advancement of technology, this module provided valuable insights into communication dynamics. It has shown me areas where I may still face difficulties, allowing for personal growth and better understanding of effective communication strategies with Millennials.

  • Angel Maranto

    I enjoyed this module. In communications, we train on the generational gaps. It helps a lot with the call-taking process and for our communication specialist to better understand anyone that calls in. Also, with the way the workforce is today, it’s common to hire someone that is a millennial at the same time as a Gen X or Boomer. The length of training is the same for most of them but how they learn is all completely different. I am classified as a millennial, but my ways of thinking and operating are more Gen X. It’s challenging as a Training Manager but it keeps you on your toes!

    • Emily Warnygora

      I agree, Angel. Training in communications for different generations can be a challenge--both in the 911 callers as well as new employees!

  • This discussion question jogged several memories that I have of being involved in a situation where generational differences were present on the job. Specifically, years ago, I was assigned to work with a supervisor in Correctional Center.
    While working with this individual, I learned that they had already had a lot of years of experience in law enforcement, while I only had one years. As this person taught me how to do certain tasks, I could tell by the way this individual operated. They preferred to do most of the tasks manually, rather than use technology to complete tasks.

  • Giovanni Tarullo

    A big issue in Law Enforcement today is understanding the generational gaps as we get older and new hired employees are placed under your command. Understanding their view points on work, life and expectations can be daunting. When I was first hired, it was do as I say and don't ask questions, now you have to be cognizant of how others feel and how it will affect someone emotionally. To avoid generational conflict, you have to listen, understand and learn through conversations. understanding why they feel the way they do and what their personal expectation are.

  • Allan Tabora

    During this module, I learned about the generations and the events in history, which helped mold them. I also learned the importance of communication and the conflict that can be caused from biases from generation to generation. We must continue to learn about older generations than ourselves, while maintaining up to date on future generations and their characteristics in order to lead effectively, a possible multi-generatoinal workforce. I for one, beginning my supervisory experience, I as a Millennial, was tasked to supervise a borderline Boomer in the same unit as a Gen Z. It takes patience from all angles, with both sides.

  • Lawrence Hurst

    I really enjoyed this module a lot. It has inspired me to not be close minded in a lot of approaches that I have towards particular things. The information given on the history of different generations and how they view and perceive things in life are invaluable. The more that each generation understands the history and values of others, then the more we can effectively work together as a whole.

    • Allan Tabora

      Lawrence, I agree. We need to be aware and identify of the different generations in the workplace in order identify conflicts and resolutions. As the generations in the workplace get younger, we need to stay in touch with their characteristic so we may adjust certain leadership qualities so they can become productive.

    • I agree. Throughout the years, all has changed and if we are to move forward we need to understand how the other generations work. With computers coming in to play the older generation need the help from the newer generation to keep up with the new technology to live.

  • The millennials have a completely different attitude towards their chosen career field than that of a baby boomer or gen x person. Boomers and gen x individuals for the most part will just complete an assigned task without asking questions or even caring why it is being done. Millennials need things explained to them or they'll either not complete the task or won't give it the necessary attention required.

  • Kyle Webb

    Communicating with the younger generation entering into law enforcement is a tricky business. I came up under the old way of a supervisor barking orders and you just followed them without question. Having become involved in training was an eye opening experience for me because of the new generation coming into the agency forced me to change my ways and learn to be a better communicator.

    • Lawrence Hurst

      Yes Kyle agree with your statement that being in training we need to be open to constant and ever evolving change. After going through this module I feel that I am even more open to the idea of more positive change and understanding the generations that are younger than our own.

    • Jeffrey Snyder

      I agree, Kyle. I started my career the same way. The newer generation have questions. Most of the time, it's the "why"? Fortunately, I have a nine-year-old son, so I'm used to it now and have adjusted. They are curious and want to understand the "why" after learning the "how." It's not that they are trying to be a pain. It's because they want to learn. Keep up the excellent work.

    • Nicholas Wenzel

      I agree coming up in the old way of field training would cause a lawsuit. When I started you didn't get any respect or even acknowledged until you were off of training. Today the younger generation wants to be assigned to specialty positions right away even before they are off probation. Communication in field training as changed so much that we had to remove some of the older FTO's that were so direct that it created issues with the new officers feeling they were being bullied. The changes in the younger generation is not a bad thing at all but has caused the need for change which is often hard to do in law enforcement.

  • Jason Demoulin

    This module brought up issues we face in the law enforcement profession today. You must communicate with younger officers differently than how things were communicated with you during your formative years. You have to be a good listener and have an actual conversation; not just waiting for your turn to talk. It took some time but I've learned that when they want to know the "why" about something, they aren't being disrespectful. Some of what they are searching for cannot be found on Google.

    • Kyle Webb

      Learning to be an effective communicator is essential in working with the younger generations and understanding their need for positive feedback on their performance is crucial to developing a member of the younger groups.

    • Jessica Daley

      I would agree. Explaining the why is new to those of us that have been in the profession a long time. In the past we saw it as threat but now we need to see it as a way to show them our processes of doing things. If we explain why we did, what we did, when we did it, when it comes their time to do things they will be able to explain their why as well.

  • Eric McElroy

    This module is an excellent example of things to come and something that we've already experienced. The generational changes have been very bold in the law enforcement circle. The "old way" of doing business is a thing of the past, and we must adapt to understand what is taking place fully. This change began years ago and is steadily taking shape. The advances that kids have today have given them a leg up on many old and new school officers. This module also helps you better understand the types of generations and ways to relate to their behavior.

  • Travis Dunsford

    This module has done a great job of explaining a lot of things that I noticed but could never fully understand. This brings a whole new perspective to the phrase “get with the times”. I can see that if we are unable to adjust to the newer generations styles then there could major consequences. We must learn to adapt and work together in our own ways to achieve the goals of the agencies at which we work.

    • Giovanni Tarullo

      Travis Dunsford, I agree. Times have changed since I was hired and they way you interact with younger generation differs form my generation or an even older generation. Learning what makes everyone different is is key to understanding why people have a different outlook on their personal life and their work life.

    • Clayton Feagins

      I definitely like the idea you pointed out when considering get with the times. I understand that certain leadership may require more patience especially with dealing with a completely separate generation.

  • Jennifer Callaway

    Throughout this discussion I couldn’t help but focus on how generational needs are accommodated by supervisors under my command. Generational learning is a topic discussed in one of the classes I instruct. I like the way the material was presented across generations in the session. It is interesting how the generational approach is affected by individual experiences and history. Not everyone that fits in a specific generational timeline fits in that specified category.

  • Megan Russell

    This module has given me the knowledge to significantly improve my leadership skills with different generations within my unit. I was provided with different generational perspectives on supervision that gave me valuable insight on how to increase retention within the work place. Learning when and to who to give feedback to along with who needs reassurance and who doesn’t will help me become a better-rounded leader in the future.

  • Amy Pope

    Different generations can provide so much support and feedback but often we label the entire group with one negative characteristic or tendency and then tend to judge every individual regardless of what they bring to the group. As a leader, we should work to incorporate the strengths that each brings, while developing their weaknesses to be stronger. Realize that each person, regardless of age, brings value and with inspiration and motivation each one of those values can make our agencies stronger and better.

    • Angel Maranto

      Amy, I absolutely agree with you. Everyone has strengths as well as weaknesses. It's important to identify those in everyone, including ourselves, and figure out how to make everyone better along the way so our organization can grow, and so do the employees.

  • Jesse Tallant

    This was a fascinating and essential training module. It highlights significant differences between the current workforce based on age. I currently supervise four new officers who are Gen Y / Millennials. They defiantly think differently than I did when I was a new officer. They want more feedback and support than older officers who are also new to the job. Knowing their thought processes will help me support and develop them better individually.

    • Jennifer Callaway

      I find that Millennials at my office truly do crave feedback and support. I also find that you must consider the person and their generation when supplying feedback and support. From experience, there individuals need highly constructive feedback to survive. The session discussed them not wanting to feel micromanaged. They seemingly might misconstrue unmeasured feedback as being micromanaged.

    • Eric McElroy

      Having new officers with that mindset will be challenging and require a different supervision method. However, I have found that meeting them where they are and mixing the old-school style with the new makes them feel like you understand them better.

      • I agree with your assessment of this challenge. The new generation wants things explained to them and aren't used to just completing tasks without being told why, as the old-school generation would do.

  • Jeffrey Griffin

    - This module has been incredibly valuable in providing me with a deeper understanding of the various generations and their perspectives on supervision and company culture. I now recognize the importance of regular training to effectively manage them. Additionally, I gained valuable insights on how to retain Millennial officers.

    • Jesse Tallant

      I agree that continued training will be necessary to support the Millennial Officers. The idea of retaining Millennials will also be helpful moving forward. I think knowing their needs and how to communicate with them will be necessary.

  • This was a good module. Made me realize if I knew this several years ago, I wouldn’t have had as many problems with some of the people I worked with. Being raised by two “boomers”, I was taught to make sacrifices for your job and hard work will make you excel past others. In doing this, I neglected to spend a lot of time with my family. Due to being raised this way, I expected the rest of my co-workers to be the same and it definitely caused some problems. Also, teaching them the same way I was taught caused some problems as well. This is something I have had to learn prior to this module but it was very helpful in explaining it better.

  • Bill McGuire

    I wish I had this training years ago. The last patrol shift I supervised was made up of four or five guys in their early twenties, a few in their thirties and a couple in their fifties, and maybe a forty something. Some needed hands on training and constantly sought feedback. Others wanted to be left completely alone as long as their work was being done correctly. Some needed constant reassurance while others shrugged off praise. I did find myself learning as much from the "kids" as they were learning from us older guys.

    • Bill,

      I dealt and still deal with the same thing. I have a couple that are constantly needing a hand on approach and the others want to be left alone. I have some that want praise and others who don’t really acknowledge the praise they are given. I have learned a lot from some of the more computer-savvy people we have.

    • Jeffrey Griffin

      I agree with the idea that while some individuals do not require praise, others are dependent on it. Additionally, I share the perspective that we can learn as much from millennials as they can learn from us. They possess a profound understanding of computer systems and their operations. Often, they prefer receiving communication via text or email rather than in-person conversations.

    • Mitch Allen

      Bill, I went from supervising guys and girls in their mid 30's to mid 50's in Investigations to now supervising guys and girls in their mid 20's to mid 30's. It seems like I am always having to adjust my leadership skills with the younger crew. The older crew wanted little praise and to be left alone for the most part. The younger crew definitely likes to be heard on subject matters and needs praise throughout the work week. This has been an adjustment for me and my new shift.

  • Josh Cathcart

    The module pointed out some helpful information for dealing with different generations. I especially found the training styles and training needs important for leaders. Matching that generations training styles and training needs, to them makes sense. By doing this they can get the most out of their training. The module stated that baby boomers would prefer skilled training, while millennials and generation x’s prefer leadership training. Another point made in the module was that younger workers dislike micro-management, and they prefer regular feedback. I don’t know anyone who likes micro-management.

  • John Lynd

    There are many work-related challenges that a “Baby Boomer” supervisor may experience when dealing with a “Millennial” who works under their supervision. Currently, I am a millennial working as a supervisor within my agency. However, I do not consider myself as such in most cases. I was brought up in law enforcement at a young age, participating in a law enforcement explorer program beginning at thirteen. I was fortunate enough to experience some of the wisdom and knowledge of the “Baby Boomer“ generation and have been able to implement that into the way I work in my career and integrate it with being a Millennial. In my experience, the different generations have worked well together as a team. They have accomplished many great things in law enforcement, such as relationships with the community, investigating cases, and overall effective communication on all levels due to the generational gaps. This communication has helped me as a Millennial be able to effectively communicate to people of all ages on the streets, as well as leading the men and women who are, in some cases, much older than me and from a different generation.

  • Daniel Rogers

    First, I think regardless of our generational differences we have learn, grow and adapt to each other to get this job done. I am an Xer and now most of the boomers are gone and In my opinion that's a good thing because they were holding up progress and change in the profession. I am joking (maybe not) but my future thought on generations revolves around what the Zers will be bringing to the table as they are now entering the workforce. It makes me feel old that we can now hire officers who were not alive when 9/11 happened for sure, but I am excited to see how they respond to the job and how they will improve it.

    • Daniel Rogers

      Richard you made some great points. I think as leaders we need to be able to operate on the same level as the newer officers, even if at a slower place. It works the other way too though as some of the younger folks need to do the same, and take the time to lean some of finesse that comes with time at a younger age.

  • Chiquita A. Broussard

    This module contained a lot of information that will require me to refer to my notes. That being said, with effective communication, you can learn a lot about a person without having to put them into a box. The information from the module may explain loads about their tendencies, but I feel it's best to let the person explain who they are and why. Also, sometimes life experiences and upbringing will sway a person more toward a previous generation's characteristics than their own. A good leader will recognize generational differences and know/learn things about a subordinate outside the realm of generational tendencies.

    • Amy Pope

      I agree that a good leader will recognize the differences but not apply generational labels to all that fit into the group. Yes, each group will have tendencies but the group is made up of individuals with differing backgrounds and experiences so knowing your people as a leader will be the best way to approach each one.

  • Lewis Blanchard

    Lewis Blanchard
    National Command & Staff College
    Session # 17, Myrtle Beach, SC
    Learning Area 2, Module 1
    Discussion Board: Generations

    The generational differences regarding attitudes, needs, desires, motivation, learning methods, supervision and management styles, work/life balance, etc. were discussed based on the various generations in the workforce. The most important thing to understand and remember is that generalizations and conflicts arise from errors of assumption instead of valid differences therefore communication is needed to create a thriving workforce. Respect and understanding are needed. Situational leadership combined with knowing those under your command is paramount.

  • Randy Stallworth

    This topic of generational leadership is very useful and often overlooked in the workplace. We often joke about the age difference and different styles of work ethic without noticing the value of what were talking about. The points brought up such as the “boomers” not needing as much supervision and liking the process were very informational. The younger generation wanting attention and praise is very prevalent also. All of which I can add to my toolbox as I move forward in my career as a leader. It is at times hard getting used to someone always asking why they must do something every time they are told. Once you understand the nature of why they do it, it’s easier to deal with.

    • Lewis Blanchard

      Absolutely, understanding is the key combined with open and honest communication. Placing this additional information in your toolbox to use as needed with greatly benefit you and your agency in the future.

  • Robert Fennell

    I felt one of the biggest lessons learned from this module was Snyder’s statement, “effective communication is critical when dealing with generational conflicts”. As we have learned in other modules, proper communication can resolve many issues. In my experience, team members regardless of age or generation, appreciate understanding why we do something and having their voices heard.

    • Randy Stallworth

      Robert, I agree with effective communication 100%. If we can communicate with our people through the many differences that we have, we are ahead of the game by a good bit.

    • John Lynd

      Effective communication is essential when dealing with generational gaps and conflicts. Many issues could arise with generational gaps in the workplace. However, it is a massive asset to any agency when utilized appropriately. The older generation still has much to teach and wisdom to pass down, whereas the newer generation can implement the technology in investigating tools to take cases further.

      • Josh Cathcart

        You made a very good point about the newer generation implementing technology. With all of the advancements in technology in law enforcement like live cameras, license plate readers, and data extraction from cell phones, law enforcement needs the younger generation to use these important tools and to teach the older non-technical people like myself. Investigators these days can solve crimes by simply sitting at their desk on the computers.

        • Bill McGuire

          I wouldn't know how to work LPRs, E warrants, or even type these essays if it wasn't for the twenty four year olds showing me how!

  • I enjoyed General McChrystal's Ted talk. I might be biased because he was my regimental commander when I was in the service. One thing that caught my attention was his comments on the expertise reversing towards the younger generations. Specific expertise in regard to technology. I discussed in one of my essays a situation where a form chief from my department discussed not knowing how to operate any of the equipment in a patrol unit. He recommended he learn; however, he never made the effort. I had a learning curve when I returned from investigation to patrol because a lot of new technology was being used. I knew I had to learn, or there was no way I could effectively supervise officers in patrol.

    I have also noticed the benefits of having younger officers on patrol, other than they can chase after people. I personally do not use Facebook or other social media platforms. However, having officers that do and use it comfortably is important. There have been several occasions where a young officer would notify me of a party or group arguing, online threats, a negative post of the police department, and many other things that could impact the department. Having officers in tune with that type of information is invaluable.

  • James Mackey

    Each generation has its unique set of motivators that need to be considered when recruiting or managing them. As our workforce continues to become more generationally diverse, police leaders must adapt their communication styles to satisfy the needs of all members of the team. By understanding what drives each generation, we can better support them in their personal and professional lives, ensuring that they remain happy, healthy, and productive members of the force. This module reminds me that our recruiting team needs to highlight various "selling points" of the department when speaking with interested applicants of various generations.

    • Those selling points continue on after they join. We, as leaders, need to continue to sell the organization to our officers to hold onto that talent and budding experience. Encourage our officers to test for promotion, and encourage them to apply for different divisions, such as investigation or K9. Help them see the benefits of staying the course with the organization.

  • Patrick Hall

    This lecture discussed the differences between the generation that is very much needed and what every person should be aware of. I was born in the early 70's , the Generation X baby. I have a strong stand on human dignity, freedom, the need for stability, love, tolerance and human rights for all people. I embrace the need for change and will give my all at what I do. This module helped explain the many differences between the generation that I was so curious about, how different each Generations values and work habits differs; which explains how the different generations react differently to certain things. It help broaden my mind to see thing in the other generations view and know why thy do the thing that they do.

  • Jason Wade

    I have found that while there are such things as generational differences, I have seen older generations start to adapt to Generation Y or Z style of thinking based upon collective bargaining agreements, case law, or the way the world is treating them today. After the George Floyd protests and defund police movement started, I saw numerous Baby Boomers and Generation X officers start to adapt their thinking or actions towards the newer generations. In the lecture this was covered that not all generations follow through with the stereotypical mannerism, but I think when employees got pushed they began to adapt and start to look for more wellness and self care over civic duty.

  • Mitch Nelson

    I enjoyed the quote by Stanley McChrystal, "Leaders can let you fail and yet not let you be a failure." Our people need us to be there for them when they succeed, but they need us to be there for them even more when they fail.

    • Jason Wade

      Mitch, That is one of the best quotes I have heard recently. I can think of numerous times leaders will let you fail and will also fail to lead. Then when there is the fail to lead there will be a lot of blame and finger pointing to try and lead the way out of the problems. I have a belief that most of these errors are not intentional and they are a result of poor planning or poor leadership, but not actual ill intent.

    • James Mackey

      General McChrystal, without a doubt, sums it up. As leaders, we have to remind not only our team members but ourselves that we are not alone. Failure is a part of life. But the good news is that it doesn't have to define us. In fact, by learning how to use failure as a stepping stone to success, then you'll be unstoppable. That is something that we have to remind ourselves and our teams of and encourage that next step so no one is stymied.

  • Patrick Brandle

    The one issue I have noticed with younger generations is the question, "why?". I did not appreciate this earlier in my career because I thought they were questioning my knowledge or authority at the time. I have learned that is just standard operating procedure for the younger generations, and no disrespect is meant or intended when they ask, "why?". They sincerely want to know, and that is how they process information.

    • Jason Wade

      This is a concept that I have had a harder time getting a grasp on. there are times that asking why is okay, and then there are times when orders have to or should be followed. Knowing when these times are is important to a leader so that there is the ability to compel the order to be followed, or taking the time to explain and help the employee to understand.

  • Daniel Hudson

    This module allows an understanding of how and why the different generations sometimes do not see eye to eye on things.

    Effective communication is an important topic that was discussed and is a recurring point. If, as a leader, we take time to understand who is working for us, what motivates them, and show them they are valued, it builds a solid foundation for team building, respect, and success.

    • Patrick Brandle

      I agree that communication is the most essential aspect when dealing with different generations. The key is to understand their point of view and have the ability to communicate on their level. This effort will be appreciated, and respect will be earned, not just given.

    • Mitch Nelson

      I agree with Daniel Hudson on his assessment. Getting to know your people will not only help us develop them, but they in turn will develop us as leaders.

    • Chiquita A. Broussard

      I agree with your assessment, Daniel. At the end of the day, effective communication is the key factor. Having this generational information is a tool to assist with the communication part.

  • Jarrett Holcombe

    As a millennial employee and leader, I agree that fairness and being valued are very much universal wants across all generations of employees. While millennials and zoomers seek public praise and recognition, I have observed that the older employees within my agency are accepting of this whether it is public or one on one by the leadership. Conversely, my observations also show that public ridicule is also universally opposed by all employees. In my experience, older supervisors are more inclined to criticize or ridicule in public forums, whereas the younger leaders are more inclined to avoid this. I feel this is critical in building our officers up and maintaining their credibility amongst their peers and other leaders regardless of their generation.

  • Chad Parker

    In the unit I supervise, we have a generation gap from 25 year old to 51 year old. I'm having to learn how to talk to the new generation because I came up in the "do as I say, not as I do" generation. It's been tough, because the young generation, to me, always has to say "but why" after everything. It's been a real challenge adjusting myself, but this module gave me some good ideas.

    • Daniel Hudson

      Chad,
      Being in the same boat, adapting to the "but, why?" personnel has been a challenge. But, in turn, I have noticed that it does allow a teaching point when time permits. In addition, this module sheds light on how different generations learn and perceive the world so that we have an opportunity to develop a better team.

    • Travis Dunsford

      I as well have had trouble adjusting to always being questioned about my decision and tasks that subordinates are assigned to. I have seen a tremendous difference in our agency over the years as the newer generations are becoming leaders. Hopefully our generation can use training such as this module to be more effective leaders and make the adjustments needed.

  • This module has helped explain the difference between the oldest generation’s point of view to the youngest. We have gone from the “do as I say, not as I do” and the “because I told you so” generation to having to explain how and why and with sincere emotion. This change has altered how law enforcement and business are run today. I have seen the younger generation within our department complain about the most minute items while the older generation, Gen X and more senior, appreciate the same things. As a supervisor, I have had to adapt my leadership style after failing a few times. I have had to learn how to implement the Chamaeleon style of leadership. Now, as I can work with all generations well, I feel the age who has it the hardest would be the generation Y because their feelings are so easily ruffled. If we don’t instill and maintain solid ethics and a strong sense of loyalty into the Gen Z, they may even find it more challenging to maintain a career job.

  • Elliot Grace

    I’m a Generation X officer and feel blessed for my generation group. I’m a bridge from the baby boomer generation to the Millennial Generation Y group. I was taught hard worked paid off and the harder I worked the more I would learn during the process. The virtues I learned from the Baby Boomers has provided me with the guidance I needed to make it throughout my career and in my personal life. One of my most prestigious qualities that I developed during my career was patience, which is extremely beneficial for a supervisor managing the Generation Y Millennial group.

  • Cedric Gray

    Some points from the lecture are consistent with conclusions I have heard from peers–that in work the younger generation expects relatively faster gratification, prefer to avoid classrooms, prefer less structure in the work environment, and see rank (regardless of what it is, even their own) in soft focus. Varying leadership styles in light of this is something I had not considered.

    • Robert Fennell

      Cedric, I too had not strongly considered generational differences in my leadership or management style, but this module provided some good general ideas of why some generations respond the way that they do. In this module, I learned some ways I can improve my approach to leading and interacting with officers of differing generations.

  • Paul Smith

    Paul Smith
    Session #15

    In this lesson I learned that "Millennials" and Generation X are not that different. The Generation X give the "Millennials" such a hard time because we think that we are more similar to the "Baby Boomers". With that being said I do believe that in law enforcement, as an organization we should start to focus more on the retention.

    • Cedric Gray

      It seems possible differences between X and Boomers is less significant than differences between Millennials and X. The world changed much more and much more rapidly in X's developing years. I agree much more emphasis should be placed on retention.

  • Joseph Spadoni

    Joseph Spadoni Jr.
    Session #15

    This lecture taught me some differences between generations that I didn’t previously know. I grew up in a household of Baby Boomers and was raised on their values and work ethic, as a Millennial those values and ethics were instilled in me. Reflecting upon myself I find that I still exert qualities that the Millennials have but I also exert qualities that the Baby Boomers have.

  • Kevin Carnley

    It is important to understand the difference in generations and what motivates them. I have had to learn to provide feedback as I was not used to constant feedback. I know why this helps build relationships with people from different generations. I understand now from this module that the younger generation values their off time. I am guilty of looking at this and questioning why they want to work extra. I see the differences now in how generations are influenced by their beliefs and rewards. This is excellent information for supervisors and leaders to know and understand.

  • Jeremy Pitchford

    Jeremy Pitchford Session #015
    I learned a lot from this section, but what stood out to me the most was that Millenials want feedback. I plan to give my employees more feedback to increase their job satisfaction.

    • Kevin Carnley

      I too learned how important feedback is to the next generation. I also plan to increase my feedback work to understand other generations better.

    • Lindsay VanGuilder

      Jeremy, this was the first time I’ve heard that millennials want feedback and looking to the past, it makes sense with a lot of my staff. Their work was definitely accelerated by the amount of praise they received.

  • Kecia Charles

    This lecture has provided me with a wealth of information. Over the past few years, I have watched my department's workforce get younger and younger. Millennials learn much differently from people in my generation (Generation X). This lesson explained how each generation can respond to the same problem in distinctly differently ways but all responses are correct. Each different generation provides an entire different perspective.

    • Jeremy Pitchford

      Session #015
      Also, the instructor stated multiple times that both the older and younger generations wanted some skills training, but the younger generations prefer leadership training. She said that the younger generations also prefer to learn on the job. Providing the ICLD leadership program should allow the younger generations the opportunity for leadership training.

    • Paul Smith

      I agree with you. With the work force getting younger, as an older generation, we should be able to listen and learn from them. I have always believed that there is a way to do things, not the way. Also when completing task there is a way, then a better way, and then the best way. We should learn to put our biases to the side and listen, learn and lead.

    • Jason Demoulin

      Kecia, I couldn't agree more. In discussions, I have learned that when we give younger officers a task and suggest a manner in which it could be done, they would rather formulate their on plan. As it was stated to me, as long as we get to the same conclusion, why does it matter. Well, it could matter if certain practices aren't followed but that's where being a good listener and mentor comes to play. As long as it doesn't run afoul of legal standards and practices, they might be on to something.

  • Jason Doucet

    As a younger generation of workforce this really helped to explains the values of older and younger generations. A lot of good information and things to keep in mind when focusing on training, leadership, and retention.

    • Joseph Spadoni

      Jason, I agree. The information learned about generational differences can assist us better with training, leadership, and retention.

  • Jack Gilboy

    What interested me most about this module is how the current generation of Law Enforcement officers, Gen X and Millennials, are similar in the way they act and learn. What I would like to see more information on is the upcoming generation, Gen Z. From the information provided in this lecture, Generation Z starts in 2004 which would mean that at this time (2022), new officers from this generation could start in this profession. I am curious what information is available for the hiring, training, and retention of members of this generation.

    • Jason Doucet

      I agree the younger generation entering this line of work, is completely different and obscure from the typical characteristics of other generations.

  • Jimmie Stack

    I found this module to be very insight. As I am a generation X member I agree with the characteristics listed strong technical skills, like teamwork, are not intimated by authority, not motivated by money but the absence of money will make them lose motivation lol. This module discussed how all these generations contribute to making us learn from one another which in turn makes us a better leader and person.

    • Walter Banks

      Jimmie, I agree this module was insightful. As leaders, we have a better chance of success if we know who our workers are and what motivates them. What works with people of my generation, may not work with the next generation.

    • Kecia Charles

      I agree Jimmy. I have learned a lot from members of each generations. I definitely rely on my millennials for help with advanced technology. They are electric wizards.

  • Joe Don Cunningham

    I have found this module interesting due to I’m a Baby Boomer and have seen the different generations and the way they differ. This module shows the ways to lead and interact with the different generations. It shows the way the generations react to and how they handle different situations. It also talks about the mindset of the different generations and why they do what they do. Also the best way to lead the different generations. As a supervisor, I have had to supervise all these groups and can see the different ways that you have to interact with them.

  • Lawrence Dearing

    One thing that I took from this module is the fact that so many of the generations overlap at any given time. I remember the Field Training Officers that trained me in law enforcement, and the treatment we received as “rookie” officers, and then I look at today’s recruits that come through our doors and I am amazed, at times. I have found that it is helpful for me, in dealing with the newer generations to give reasons for my directions and decisions and I am met with more acceptance. I am a generation Xer, and although I agree with most of the content about my generation, a lot of morals, ethics and values were instilled in me by my parents so I share a lot of commonality with the baby boomers.

    I liked the video segment by General McChrystal when he stated, “Leaders can let you fail, and yet not let you be a failure.” I also appreciated that, in his position of authority, he was still willing to be transparent, to listen, and to be reverse-mentored by subordinate officers because he valued them and their experiences.

  • Mitchell Lofton

    Generational differences have always been a part of the workforce. For many years, I believe experience was regarded in more esteem than a degree, and our leaders at work were the people that had the most experience and expertise in their field. However, through the evolution of technology and a push for education, college degrees became a leading requirement. In addition, many corporations began placing younger generations into management levels to bring fresh ideas.

    As a shift supervisor, I have had Baby Boomers, Generation X, and Millennials on my team. This mix provided both benefits and challenges, but I found the situational approach to leadership was needed to deal with the different mentalities as each person's risk-reward system differed.

    • Lawrence Dearing

      I feel the same, Mitchell, regarding your belief that experience was held in higher esteem than a degree. Although I do not discourage higher education and a person's commitment to better themselves, I have worked with the educated officers in the military as well as the ones who came up through the ranks and earned their commission later, and there is a world of difference in their experience, decision making, relation to their subordinates and overall leadership capability. I have found the same to be true of law enforcement in watching the interaction between seasoned police officers and new Federal Agents right out of college and the academy.

  • Generations: In listening to the Stanley McChrystal video on generations and leadership, this was on point with the issues we as senior leaders encounter nowadays with the younger employees of the Millennial generation. The biggest takeaway in all this is communication, Millennials have more ways to communicate than I grew up having which leads to you guessed it, a lack of communication or a miscommunication on my end, we gotta keep up!

    To lead this generation, we must consider how their paradigm was shaped; parental excesses (I did that), technical advances, and social media for example if we are going to successfully assimilate into the upcoming workforce. Yes, you heard that right, we need to assimilate in terms of how we communicate, not in the basic concepts of leadership otherwise were gonna be seen as dinosaurs without much influence.

  • Andrew Weber

    I enjoyed this section in that as I went through it, I kept thinking about the uniqueness of my investigations unit and all the different generational differences we have. I am seeing old issues in new lights, recognizing what is important to each individual from a different generation. Additionally, going through the reading in the manual helped me to analyze issues within our "group" and ways to combat them.

    • Andrew, I enjoyed this module as well. Lorraine Snyder gives good insight on the general characteristics of the Millennial generation which gives a good starting point on how to address the perceived disparities between them and say myself who is from an earlier generation. Based on the lecture and my age, I fall into categories in both the Baby Boomers and Generation X. We have different perceptions of what work ethics and communications looks like. Like you, this module will help me in my ongoing pursuit of effective leadership if I can understand what drives the younger employee.

  • Devon Dabney

    This module presented a lot of information on generations. A successful leader needs to be an effective communicator that can build relationships between each generation, because each generation have a different communication method. Dealing with different employees can be difficult at times.

    • Joe Don Cunningham

      I agree that dealing with so many different generations can put a strain on supervisors. We must take the time to make sure we are communicating properly so that we do not damage the relationships between the different generations. The information in the module is very helpful in showing the different ways to do so.

    • Lance Richards

      Devon, I agree that it can be difficult when dealing with different employees from different generations. This module helped enlighten the strengths and weaknesses of the different generations. This is defiantly helpful for a leader to understand the differences in generations in the workplace, attitudes towards work, and the suggestions for retention.

  • Todd Walden

    Generational differences presentations are interesting, but I always find myself picturing someone I know in each of the examples.

  • Michael McLain

    In todays world we have a larger combination of mixed generations due to the economy than in the past. The older generations have to continue to work due to the increase cost of living, which puts them in the work place more often with the younger generations. Today's workplace has become tech dependent with may effect communication between older and younger generations. We have to have effective communication to allow multiple generations to work together. Leader without a doubt will have to wear many hats to allow for such communication between the multitude of generations.

  • George Schmerer

    I was able to get a better understanding of the generational differences and similarities in this module and to also see how they have impacts on the workforce. There are typically many stereotypes about each generation. Some may seem valid, but when you take a closer look at what is driving the generations, I see more similarities, as each generation has its unique ways of feeling valued and productive in the workforce. As our workforce becomes more generationally diverse, as leaders we need to be able to adapt to the way we communicate the goals of the organization to the individual.

    As we find it more and more difficult to recruit new officers into this profession, as leaders, we must learn what motivates both prospective and current members of the team, how we can support them, and how to communicate effectively across the board. In my opinion, the law enforcement profession is the epitome of generational differences. Many leaders are from the Baby Boomer and Generation X cohorts, while many new officers are Generation Y. It is essential to the success of the organization that leaders are able to adapt to the ever-changing workforce.

  • Tommy “Chris” Weeks

    I found this module to be interesting and informative. In my career, I have had the luxury of experiencing more than just my generation (Gen X) and they have all had their fair share of positives and negatives. While the description of each is accurate, there are always exceptions to the rules and people's life experiences differ. As far as the millennials go, I can see some of the "traits" exhibited in my agency as far as loyalty to an employer and "job-hopping" as a way to gain experience.

    • George Schmerer

      Chris, I also found this module interesting. I agree with you that even though the description of each generational group is accurate, there are exceptions to the rules, even with millennials. I do recall a conversation I was having with a fellow supervisor in reference to recruiting new officers. As we reviewed applications with what appears to be “job-hopping” and wondered if we hired them would they leave within a few years? What was staggering for me to learn was that sense of loyalty that I am accustomed to is not as strong within the millennial generation. I learned from this module that it may not be because they are disloyal to an organization but have shifted their priorities to what would benefit their career and family life.

  • Kent Ray

    This topic of generational differences is interesting. Understanding the generalized traits and tendencies of the various generations is a valuable starting point from which to work towards establishing better communication, meeting the needs, and motivations of staff. Although I fall into Generation X, I exhibit more Boomer traits, possibly because I’m the youngest in my family and I was heavily influenced by my Boomer older brothers. One thing that I’m taking away from this module is that we as leaders will have to make our own observations and analysis of our coworkers and staff to determine how to best motivate, communicate, support, and win their trust individually.

    • Mitchell Lofton

      I am also a Generation X with strong Baby Boomer traits. I feel that this has been beneficial to me as I can relate closely to Boomers and Gen X. Also having the benefit of being in the middle can help with relating to Generation Y to a degree, but I will admit at times it can be a struggle.

  • Jeremy Harrison

    I cannot count the number of times I have heard officers complain about millennials. Some of the complaints are justified but many are merely generational differences. There are three and potentially four generations in the workplace at any given time. The generations must work together to understand each other and be willing alter our own workplace demands. There are times when the older generations demand the younger generations fall in line with the older generation’s way of thinking. Although younger generations should attempt to understand and work well with older generations, the older generations must respond in kind (Snyder, 2017).

    I am somewhat caught in the middle of this argument. In some documentation I am a millennial but in others I am from generation X. My upbringing and views lean heavily toward gen X but I understand how millennials think and respond. My hope is that the younger generations have learned many of the bad habits from the older generation, such as being workaholics (Snyder, 2017). I am a workaholic but strongly desire to have a better work life balance which I can learn from the younger generations. I believe all generations can learn worthwhile lessons from one another. This week’s lecture helped me drill down on now complaining about generational differences but embracing them and learning from one another.

    References:

    Snyder, L. (2017). Generations [Online Lecture]. Retrieved January 29, 2022, from: https://cloud.scorm.com/content/courses/NAGVXPB5E6/Generations336899c3-54c2- 4ec1-a130-9ad4a1d44538/3/index_lms.html

  • Matt Lindsey

    Learning about generational differences was interesting. The shift I work with has a wide range of generations working on it including Baby Boomers through Millennials. I think it is important to be aware of the possible differences between the generations, but you can't rely on that alone. Not every person will fall into the box of traits associated with their generation and it is important to get to know them individually and not make assumptions based on their generation. Communication and building strong relationships helps leaders better understand the employee regardless of their generation.

    • Jeremy Harrison

      Matt,

      I have heard the complaints about the different generations hundreds of times. Snyder briefly touch on the fact human perspectives and traits generally come from personal experiences and not some effect on every person in a generation (2017). I agree we must be aware of generational differences as major events in those generations impact many of them such as war or world-changing events. However, leaders must get to know what makes each individual officer function. Some officers had incredible childhoods and they are well balanced while others need strong role models. I really appreciate your desire to know your people as individuals and not as a lump of individuals from a specific generational group.

      Jeremy

      References:

      Snyder, L. (2017). Generations [Online Lecture]. Retrieved January 29, 2022, from: https://cloud.scorm.com/content/courses/NAGVXPB5E6/Generations336899c3-54c2- 4ec1-a130-9ad4a1d44538/3/index_lms.html

    • Jarrett Holcombe

      I agree. In my experience, far too few leaders understand the generational overlap and the ways our family dynamics can alter our perceptions as compared to other members of our generational group. I am a millennial raised by a single mother with a lot of input and interaction from my grandparents. Because of this, I carry a lot of character traits from my grandfather who was a boomer. This module was a great breakdown of the divide and misunderstanding between the generations.

  • Dan Sharp

    We usually only hear the negative things about the different generations. I found this module interesting because it detailed the positives from each of the seven generations. And even though there are differences, I was surprised at just how many similarities there are between them. I believe we are in a unique time in law enforcement. We have several generations currently working together but at the same time, the Baby Boomers are retiring and becoming fewer and fewer in this profession. While the number of Millennials is increasing. As leaders we need to have to knowledge and ability to communicate with all the generations and understand that they are different and learn and train differently.

  • Jeff Spruill

    I've always been very suspicious of the supposed differences between generations. When I was teaching Freshman Composition classes, I would often listen to complaints about "Millennials" and I could just never quite buy it. I would remind my colleagues that when I was a college freshmen, I was just as vacuous and vainglorious as any of my students; I just didn't have social networks of people giving me likes and making me think that anyone cared what I thought. Research on generational differences is fairly spurious, I think, because it is based largely on self-assessing surveys where there will always be a temptation for respondents to answer according to how the "think" they're supposed to. Because of this, I was intrigued by the sections of this module that suggested that generational differences may be much less important than age or stage of life differences. Perhaps its less important that we focus on the "generation" our employees belong to and more on what stage of life they are in, and what the needs and expectations of people on that stage tend to be.

  • Rodney Kirchharr

    The differences in generations and what is important to them is something that we in leadership roles need to understand now more than ever. With multiple generations in the work force we must be able to communicate with each and every one of them to get our mission across and come out successful. The key word that I heard throughout the lecture was communication. If we can not communicate then we will not be successful. I believe this is what is lacking in most departments, the ability to communicate is something that we all struggle with. We all need to be more open to it and understand that the newer generations really depend on open communication and that we will fail them if we are not willing to learn to communicate better.

    • Kent Ray

      I agree totally. One of the reoccurring things that I hear is “we want more communication”. This module has me to understand that what I feel as being overly communicative is actually exactly what many want. I need to set aside my idea that I can communicate too much.

  • Adam Kronstedt

    Generation Xers (and babyboomers) are pretty quick to call out "millenials" when we get frustrated with the newest generation in the workforce. We throw that term around a great deal, but do we actually try to learn and grow from and with this generation? Not nearly as much as we should, clearly. This lecture brings to light reasons for our differences, and ways to take advantage of those differences. The group of employees on a panel discussing their differences, and then ending with everyone expressing how much more they are able to learn from each other because of those differences. We can look at the same problem three different ways and be able to come up with the best solution incorporating different angles. We just need to accept the differences and harness the benefits that exist with different approaches and ideas.

    • Tommy “Chris” Weeks

      It is our responsibility as leaders to learn and evolve in the ways in which we deal with the different generations, especially with millennials, as they are becoming the most prevalent generation we deal with.

  • Jared Yancy

    The different generations have different relationships with authority. Traditionalists respect to control and the hierarchical system, where seniority and job titles are valued. This module showed me that the different generations have different beliefs and common goals. Baby boomers are known to challenge authority, and they desire flat organizations that are democratic. They have the mindset of “Let me show you what I can do for you.” Law enforcement is sometimes affected by generational beliefs. Some generations were thought to have respect for authority, and others see no problems challenging it.

    • Jeff Spruill

      I was really intrigued by the research suggesting that generational identity may not be as important as age, and I think the description of the Baby Boomers is a case in point. At the time that the generation was being named and described, they were said to be challengers of authority (strikingly similar accusations are made about Millennials today), but of course later in life they became authorities. As a late Gen-Xer (supposedly), it would have never occurred to me to think of my parents as challenging authority. Neither of them were hippies and both, during the times I grew up with them, were climbing their professional ladders and seemed to be very comfortable with the rigid structures of authority.

  • This is the second time I have had some training on generational differences. I am once again impressed how accurate these assessments are. Knowing what these typical generational responses are can help you be more tolerant and communicate better with those not in your group. I used to get very frustrated when these younger officers asked why over and over again. I know now that the why is very important to them and I am no longer as frustrated by it.

    • Jared Yancy

      I agree, John! The way this module broke down the difference is impressive. Every generation has their idea of what society should intel and is like. Some generations contributed more than others. Some ages are more stubborn than others and rebellious. Some generations have made significant changes to society and have changed how others think. Overall I enjoyed this module because it explained a lot of my beliefs. Great post!

  • Steven Mahan

    What stood out to me the most was General McChrystal’s point of view on changing times. As a paratrooper, of course, I was biased, but what he said about his challenges for communicating and building trust with soldiers who were much younger and spaced out hit home. As a soldier who started in 1994 to being a combat veteran in Iraq, I remember the challenges faced by units adjusting to varying communication technology. I was always amazed at the speed it changed from day to day.

    • Adam Kronstedt

      I also appreciated what General McChrystal had to say. It was interesting to hear about the same shared goal or direction those in the military had during the events that took place after 9/11. We had two different generations who shared the same drive. All were affected a little differently by 9/11, but all shared that same purpose for being in and joining the military at that time.

    • Rodney Kirchharr

      I can't agree more, the way that things changed so quickly during that time was amazing to me. I think that today it changes as fast or faster on the law enforcement side. So much new technology that we could never keep up. The newer recruits are expecting that technology to be available and when it is not they are disappointed and wondering where the failure is. It is a daunting task to try to keep up with the ever changing world and keep everyone engaged the way that is needed for our society.

  • Kimberley Baugh

    This module was informative on the different generations. I work/supervise people from Baby Boomers, Gen X and Millennials. It is good to know the characteristics of each generation and what they require. But you also have to know your people. Not everyone in the same generation gap will display the same characteristics. We have to be able to support each other and work together as a team in order to accomplish our shared goals and work in a positive culture.

    • Matt Lindsey

      I agree. The generational tendencies is good information, but you must get to know people working with you to understand what is important to them. You cannot assume every person from a certain generation will have the same characteristics.

    • Michael McLain

      I agree. I have also seen that not everyone in the same generation gap displays the same characteristics.

    • Megan Russell

      Kim, I agree that it is helpful to know the characteristics of each generation to be able to connect with each person in difference generational categories. I also agree with the importance of knowing your subordinates on a personal level that not everyone will display characteristics of the generation they fall in based on age alone.

  • Dustin Burlison

    Understanding generational differences is so important, especially since their expectations and needs are so diverse. As a supervisor we have to remember that millennials need constant feedback and to be told they are appreciated, even though we may find it painful and believe we are treating them like babies. The training aspect is interesting as well. Knowing baby boomers prefer traditional classroom settings, vs newer generations that prefer on the job training should be considered by agencies. Allowing a member to pick their training path could be beneficial for the agency because the employee may learn more and build greater loyalty because they have a sense of autonomy.

  • Stephanie Hollinghead

    I have always found the topic of generational differences interesting. I think this is a topic of interest in most ongoing workplace issues because agencies are looking for answers to the differences among the staff they employ. It is a subject matter to focus on to see if there are improvements to make within the organization. This module was interesting as it taught the importance of customizing your leadership and management styles to accommodate the differences. The important thing is acceptance of the changes that need to be made. Leaders need to embrace basic approaches to be effective. These approaches include effective communication to include listening, establishing fair rules, respecting feedback from employees, and gaining trust amongst the organization.

  • Deana Hinton

    Generational differences has been a focus of concern in all facets of work environments. This is especially true in law enforcement. A unique area effected significantly is that of advancement and retention. For example, Gen X and Baby Boomers were willing to learn the trade, develop skills and work towards advancement. The Trophy Babies, the Millennials, want everything now. They are not willing to wait and earn their way. This works in direct contrast with the structure of law enforcement where long term career development has always been the path. The problem of accommodating a "I want now" attitude and structured development arises in the arena of advancements and retention because of this disparity. Thus, turnover can sky rocket. The key is implementing career development in small steps with carrots to reward and keep interest in continual growth. This is the direction my agency is going to support the advancement and retention of the Millennial generation.

    • I can agree with this, Deana. As the Trophy babies and millennials want everything "now," they want to be promoted faster or move to different areas quicker in the department. They feel they are entitled to have that spot. This causes the problem of retention. They will leave the job to find another agency that will move them as the other agencies are just trying to fill bodies.

  • Trent Johnson

    The generational differences in law enforcement within out department currently span at least three generations. Currently we have baby boomers, Generation X and millennials. I fall in between Generation X and millennials, yet I am responsible for supervising all three. This module helped with the understanding of the differences and most importantly effective means of communicating with each.

  • Jerrod Sheffield

    This module focused on the 7 different classifications of generations that currently exist. I found it very insightful to learn that I see the different generations throughout the agency. Every generation has something to offer, and we must learn to connect with each other accordingly. The main take away is that with the generational gaps present in Law Enforcement, we still must evolve together for the greater good. Technology seems to be the key factor in the millennial generations compared to the older generations mainly because the need for greater technology will ultimately help us succeed and we must trust that it will do as it is designed. Every generation has something to offer. We all are equal but bring to the table different ways to achieve the respective goals of the agency.

    • Deana Hinton

      I agree with you Jerrod - we must recognize all generations bring advantages and disadvantages to the table. Learning to recognize them and getting them going in the same direction is the key. Often times you can facilitate by pairing complementary generations. Where one maybe very task oriented, the other maybe more innovative. If paired, they complement and produce a better outcome.

    • Tyler Thomas

      I thought that learning the 7 classifications was important for me. You're right, every generation has something to officer and we should learn how to connect with each other.

    • Kimberley Baugh

      I agree with Jerrod. The workplace now has such a variety of generations and they are function differently. We must learn how to function together to be able to accomplish our shared goals.

  • Tyler Thomas

    The differences in generations will never go away. In a few years we will be at generation xyz and they'll act just like the generation from the civil war. Each generation will always complain about the other generations too. We need effective communication across all generations. We must understand each generation has different needs and we need to be mindful of them. Chris Summerlin is exactly right, focusing our attention on the similarities will help us grow.

    • I agree with Tyler, there will always be generational differences to overcome. However I found it fascinating that I could see these generational traits lived out in my friends, family, and coworkers. I think understanding the way they think can certainly help you communicate better. I believe it could also help fight frustration when confronted with these personalities.

  • Curtis Summerlin

    There are many valid points in this module about the differences between the generations. I see a lot of our people fit nicely into their molds, but others that do not fit so easy.
    I feel that more focus needs to be on the similarities between the two though. In our agency, we have a good mixture of the old and the new. The similarities are what we focus on leading to pretty good teamwork. With continued communication, everyone benefits from the knowledge the other brings to the table

    • Dustin Burlison

      I agree with you, Curtis. Building a foundation of similarities will help build a strong team, but I think it is important to learn our differences as well. Doing so can only strengthen the team. Your also made a good point about people that do not fit the typical mold. I think this is were organizations tend to get themselves in trouble, by trying blankets approach expecting everyone to by-in because of their age group.

  • I really enjoyed this module. As a leader, we must understand the generational diversity of our work force. They all bring something to the table. Either it's the experience and wisdom from the boomers or the fresh perspectives and tech knowledge of the millennials. I believe an effective workforce will learn from one other and strengthen the department. A leader needs to have the ability to manage the different generations. A successful leader needs to be an effective communicator that can build relationships between the generation gaps.

    • Steven Mahan

      Jerrod, I agree. We have to accept that the workforce comprises all generations and learn to work together and pool our strengths and assist each other with our weaknesses. Older generations can learn from the technology and younger with the interpersonal and job skills of the older.

  • Andrew Ashton

    As a leader in any profession it is essential to understand the generational dynamic. In Law Enforcement currently a large majority up upper level supervisors are Baby Boomers and the conversation about "millennials just don't care" or what not is constant. In reality as boomers some of us are basically intimidated by the advanced knowledge base in technology or pure forward thinking of Millennials. We need to couch our Issues and feelings and try to foster a more harmonious relationship, while learning from them as well.

  • Glenn Hartenstein

    This was an interesting Module about the different generations of people in the workforce. As a Gen Xer, I can see the value of working with members of the other generations in the work force. We each have our strengths and weaknesses. Communication is definitely key to managing the other generation of officers. I really enjoyed learning about the different characteristics of each generation in this Module.

  • Joey Brown

    It is critical that as a law enforcement leader you truly understand the differences that occur in the workplace and on an employee’s individual level. From experience, I found that it requires more communication, being a better listener; giving more feedback and making sure the employees felt that they are valued in the organization. This facilitated in making the division unique and diverse an helped understand their motivations, actions, and desires. In the long run, I found the time that was invested in understanding the employees allowed the division to improve performance and retention overtime.

    • Trent Johnson

      Joey,

      The feedback that is discussed in this module regarding millennials is a new phenomena to me. I think that you take the time to provide more feedback to ensure your subordinates feel they are valued in the organization is spot on and a great example of situational leadership for different generational needs.

  • Jeff Byrne

    A lot of information in this module. I learned that while our generations have differences, we have a lot in common as well, especially the Gen X and Millennials. My current team is a mix of Boomers, Gen X and Millennials so I have been fortunate to experience, and adapt, to the different ways in which they do their jobs. Further understanding the generational gaps will be very helpful moving forward.

    • Joey Brown

      Jeff you make a valid point. I feel it is the leader’s responsibility to educate each generation in the organization on the understanding of everyone’s views and values. This will allow different generations to increase their appreciation for one another.

    • Andrew Ashton

      Jeff I agree as the lesson made clear both boomers and millennials thrive on a team and the sharing of viewpoints. Multigenerational teams often provide more innovative solutions. It is the leaders responsibility to foster a collaborative environment where all parties and their onions are valued.

      • Curtis Summerlin

        As the module said, effective communication is vital for all to understand one another and benefit from the others point of view.

  • Donald Vigil

    I found this lecture to be rather insightful of the different characteristics of the different generations. My command staff is made up of mostly Gen X'ers while our sergeant core seems to be a mix of millennials and Gen X'ers. It seems that when talking about the differences between the generations its always about the negative aspects and not the commonalities. I found this lecture to be helpful because it opened my eyes to the fact that all generations seek good communication, training and opportunities for growth. We just take different roads to get there.

    • Jeff Byrne

      Agreed, Donald. Seeing the commonalities across generations was interesting to me as well. Didn't realize there was so much crossover given how we always focus on the negative parts.

    • Dan Sharp

      I too have only ever heard about all the negative differences. It was very interesting all the similarities. My shift has recently had the majority of the Gen X'ers move on in their careers and have been replaced with mostly millennials. This has been a huge learning curve for me since my previous supervisor positions had me leading all Gen x'ers.

  • Jared Paul

    I have noticed a lot of differences in characteristics while supervising officers within different generations. Something that stuck out to me during this module is the research that supports the thought that some of the differences between age groups is not dependent on what generation you are in but other factors such as the economy. As it was stated in the video, a common belief is that Gen X and Millennials change jobs more often; however, there is research that shows Baby Boomers changed job more frequently when they were younger then the other generations. I think it is important to look at all the information and research surrounding each generation. I also think it is important to understand that there may be other factors at play for someone's characteristics while at work then just lumping them into the group characteristics of their generation.

    • Jared,
      I was thinking the same thing. We need to look at all the information and research surrounding each generation. As leaders we don't need to react to stereotypes and clump employees into a category before knowing the facts surrounding each employee. However, I feel that working with different age groups is good and having a diverse work force will only strengthen a department.

  • Shawn Winchester

    As I was watching this part it made me think my organization with the difference between the generations. The new deputies they communicate by texting and the previous generation wants to hear your voice. It is challenge but to make it we have to learn to adapt.

    • Jared Paul

      Shawn,

      I definitely see this difference as well. Last year I had a crew that included 2 senior officers and 2 brand new officers. The new officers were in the Gen Y group and they utilized technology all the time. This included texts, phone calls and emails. The senior officers were known to not even turn on their work phone unless they had a call for service and had to make a phone call. It was a very interesting balance to say the least.

    • Donald Vigil

      I can relate to this Shawn. I recall years ago having to switch to an unlimited data plan because the younger officers were always blowing up my phone with text messages. I first I found it frustrating but eventually adapted to it and found it to be a convenient way to communicate in certain situations. I do admit that I sometimes ignore the texts and force them to talk to me in person when it deals with a sensitive issue. Or I purposely wont respond in order to force them to make a on scene decision.

    • Jerrod Sheffield

      Shawn,
      I agree that communication preference is something that we see through the generational gaps. I have deputies that prefer certain social media platforms as their means of communication while others prefer in person or hearing your voice. Most of the communication that takes place today is in the form of something in writing. Whether it be text, email, or some other platform. It is something to adjust to but can certainly be accomplished. Us as supervisors must be open to the concept of change and meet that the best way possible.

  • David Mascaro

    The division that supervise has some retirees that came back as part time employees and were somewhat recruited for their skill set. Even though these baby boomer's are part time, they still out perform the millenials that I supervise. We are an investigative unit an I am constantly in awe of the drive that they possess in getting the job done properly, no matter how long they have to work. I've had to have more than a conversation or two with the millenial version of detectives who had the mindset of clocking in, working 8 hours and going home, whether the case was complete or not. Being a Gen Xer, I have always found that mindset hard to believe, however this module helped me identify this issue and I can work on ways to bring out the best in all employees.

  • Chris Fontenot

    Throughout the lesson I was thinking of how much technology and communications have changed over the seven historical generations and how it’s viewed. I also can see how world events and social outcomes shaped culture in each generation. After the greatest generation trust seemed to diminish, people began to expect disappointment while shooting for the best, women entered the workforce and desired families. Soon after, traditional values were redefined and boomers expected the world to get better with time. Then came TV and advances in tech for which information could be shared faster. The “norm” was now being questioned. Gen X desires to initiate change and combat corruption while being smarter and earning less than the previous generation did initially. Marked by tech and a global financial crisis, millennials, who are possibly more narcissistic, follow politics and religion less while being the most educated generation today. For me, keeping an open mind and having a understanding of generational culture differences will assist in fulfilling different needs and desires of employees.

    • David Mascaro

      I agree with you on this Chris. Technology has advanced significantly and I observe how a millennial employee will breeze through what I thought were complex computer issues, while stumbling their way through anything that does not involve a computer or smart phone. And conversely, I have older employees who continue to hand search micro-film rolls for leads in cold case investigations, but don't know what half of the features are on the smart phone they carry. I believe though that we can combine the two and be very successful.

      • Shawn Winchester

        I see it everyday on the job. They love to tackle technology issues but struggle when it comes to just speaking to a person.

  • Jose Alvarenga

    Learning about the different Generations is always a topic worth continuing to explore. Training and dealing with other age groups can sometimes be a challenge. I am considered generation X. As a patrol shift commander, I have to work and deal with various age groups. This module certainly helps in maintaining a positive working environment. This information can be vital in finding the source of issues and how to address them.

  • Andrew Peyton

    Being both a supervisor in the Uniformed Patrol Division and an FTO, I have had the opportunity to supervisor and train across many of the generations. Although I am categorized as a Millennial, I often times find it most difficult to supervise this generation. This module has certainly helped to recognize things Millennials look for in a leader. I find it is always easy to pick out a Millennial from the group.

    • Jose Alvarenga

      I agree that is probably the easiest group to pick out. I'm guessing this is because it is the newer groups, and we have grown up knowing the other groups before us. It is sometimes challenging to find a way to address issues without the knowledge learned in this module. I certainly will apply some of these techniques.

  • Darryl Richardson

    In this module it described the differences in the generations. In this module would be considered a Millennial due to when I was born, but I feel that I have more traits of the Generation X. As a shift supervisor in the Correctional Center, I get to work with many of the different generations. For many of the officers starting this is their first job and a lot of them are between the ages of 19-21. After watching this module, I was able to gain valuable information that I can use to balance the difference between the different generations.

    • Andrew Peyton

      Darryl,

      I agree. based of date and year of birth, I fall into the Millennial category, but certainly align more with Gen X. This module has helped me to the see the difference between the groups and the values each places on their work.

    • Chris Fontenot

      Darryl, I understand what you are saying in regard to relating with two generational groups. I’m thinking that says a lot about your flexibility and desire to improve. I think if we are to be good leaders, we can’t remain stagnant and must constantly evolve with each generation to be beneficial for them. This was a good lecture.

  • Kevin Balser

    Some of these generations do bring great value to today's workforce, but like any combination of generation and workforce there are many challenges are nothing is simple. It's like oil and water, they just do not mix well. But it is up to the leaders to find that right mix and utilize everyone's capabilities to their maximum capacity while trusting them to do the job.

  • After going through this module and listening to the descriptions and qualities of each generation; its' amazing how the era a person grew up in shapes their personality. Its' similar to the cliché "you're a product of your environment." Individuals seem to take on the persona or characteristics of the area, environment, or household they grew up in. Society, technology, parents, etc. play a major role in a generation's expectations and traits. As leaders we have to find a way to effectively communicate and bridge the generational gap; between these individuals and ourselves.

  • Ronald Springer

    This module defined the generations but it definitely seemed to be slanted and bias toward the older generations. I am a Gen Y as I was born in 1986, I usually disdain being called a Millennial because it has so much negativity attached to you. I usually can relate more with my parents’ generation Gen X, 1969 and 1970, because they were so young when they had me that I was raised alongside them as well as by them. In the work place I find that generations each think they work harder than the one that comes after them (Snyder, 2017). However I have seen people from the Generation Y come in and work just as hard as the Gen X, and Baby Boomer generation. An overwhelming majority of my staff is of the Generation Y and now Generation Z. And because we are so shorthanded they tend to work more overtime now than their older peers did when they were first starting out. The younger generations are definitely more in tune the digital age and are the leading edge pushing agencies into the social media age which will more than likely be the defining characteristic of Generation Z. The desire for input and praise for the younger generation is something I see a lot of. The older officers that work with me or for me usually don’t come looking for the praise or acknowledgment for them doing their jobs. However some of the younger ones want that daily recognition for doing their jobs and immediate praise for anything above their normal duties. I still find this to be a challenge as in order to be fair I attempt to treat everyone the same but still understand and fill their needs in order to get the best out of each of them.

    Snyder, L. (2017). Generations. Module 1, Weeks 3 & 4. National Command and Staff College.

  • Burt Hazeltine

    As an academy instructor, it is interesting to watch the generational dynamic in a single class. In most classes, we have Gen X as well as Millennials. We have an occasional Boomer in the class. The Boomer is usually the one that seems the most out of place, especially as we have adjusted the learning to suit Gen X and Millenials. The boomers are usually looked up to for their life experience. Millennials tend to want things given to them, and if it doesn't come easy they tend to challenge it.

    • Kevin Balser

      Burt - I'll bet you see the raw differences between those generations and probably very interesting to see how they all evolve through through your instruction and training. Do you feel that you and your team has to change with the times and your approach differs from one academy class to the next because of the different generations?

  • Jay Callaghan

    I started my career in the mid 90's. I am a Gen Xer. Most of my early leaders were Boomers. My leaders when they did interact with you was very transactional. They were not concerned w/building relationships, mentoring, etc. It was outputs and conform... I didn't have any problems socializing into the organization; but some of my peers did. Those experiences assisted me once I became a leader and the Gen Y's started coming into the agency. I realized for me to be effective, gain influence; I had to do it differently than my predecessors or I would not be successful. Yes, the Gen Y have to know "they why" and may need a little more encouragement than my generation; but they are here to stay and are productive members of our organization.

  • Brent Olson

    One of the struggles many agencies currently have is the ability to hire, recruit, and retain new officers. When I was hired (16) years ago, over 200 people took the written test for (3) positions within the agency. Currently, we maybe have (40) or (45) that test each time. Instead of having maybe (20) good candidates to choose from at the end of the process we generally have approximately (5). This is a concerning trend that is only going to likely get worse. As leaders within law enforcement agencies, we have to recognize the need for us to be versatile communicators. We have to be able to communicate with the (25) year veteran just as effectively as we do with the (1) year new officer that is (22) years old. If we don't find a way to effectively communicate with officers in a different generational group, they will likely leave for an agency where that need is fulfilled.

  • Buck Wilkins

    When I became a Sergeant on patrol I was placed on evening shift and was in charge of a shift that consisted of nothing but millennials so it took a while to get to understand how to lead them, Then I became a Lieutenant and again my shift was full of millennials again yet a different group then I was use to. It did not take long for me to earn their respect because they know that I work side by side with them not against them.

    • Jay Callaghan

      I know that feeling Buck. Once I took it upon myself to understand the Gen Ys; I took another step in developing my communication strategies and they made me a better leader.

      Jay Callaghan
      Session #013

  • Bradley Treuil

    Being an Gen X'er I feel like I associate with older generations. I still feel like hard work and sacrifice are the way to go. I beleive in having a strong work ethic. People should show up early and be willing to stay late. I beleive in teamwork and staying in the game till the last play or till the job is done. I am not so much interested in hearing how good of a job I may have done but how good a job my team or shift did with something. I thinking that the everyone gets a trophy mentality is not good for anyone. Like most persons my age I feel like there needs to be winners and losers in the game. The feeling of coming up short or loosing can be a powerful motivator

    • Burt Hazeltine

      I am also from Gen X. I totally relate better to the older generation than to the younger ones. The younger generations don't seem to value even showing up on time much less putting in a full day's work. I find most of them want to do enough to get recognition but not put in their full effort.

    • The feeling is somewhat mutual; I'm also a Gen. X. I feel I relate better to the older generations. I believe in hard work and sacrifice. I believe in paying your dues and earning your "stripes." The Millennials seem to be selfish, entitled, and look out for only themselves. You'll rarely find a Millennial that will believe in teamwork. For example there has been several times; when I observed an officer on a traffic stop, and a younger officer will pass by and not stop or slow down. Older officers would at least slow down, park across the street, down the road, etc. to make sure that officer goes home. Some of the Millennials are only worried about getting home early or themselves.

  • The largest take away from this lesson was how generations were broken down. It was interested to see how it's not so much the date a person was born, but what kind of environment they were born into and the experiences they had. So, for the millennials it was interested to see that they were provided for, often to much, by their parents and this caused them to generally present a sense of entitlement. It's interesting to see how the generation before affected the generation after. Would the millennials be they way they were without the upbringing, the changes are no.

    • Bradley Treuil

      I agree with you. As I was growing up my grandfather ran a very successful construction company. My dad worked for him as did I when I was old enough. I was trained by them. I was told that hard work and dedication and sacrifice were what got you ahead, what made you successful. I learned from my wins and losses and it did not take me long to learn that I liked to win a lot more than I liked to loose. Those early life lessons have stayed with me and I still think back almost daily to the sayings of my grandfather.

  • Chris Crawford

    Well this has been a very informative module as it relates to the Millennial and gen x generations and their sense of entitlement. Since being in a supervisory role that has been an explicit bias of mine and often a source of contention. It was extremely helpful to now see the WHY of it all. This gives me great deal to consider when I see such behavior.

    • I can see you point of view. I often struggle with officer who are new to the job, but feel entitled to everything almost immediately. It's great to have career aspirations, but at the same time an officer who was just hired should not feel entitled to a specialty position such as a K9 unit right away. I think it's the boomer traits my parents instill in me that hard work and sacrifice are payments towards success.

  • Kenneth Davis

    It is interesting the impact generational differences have on the work environment (Snyder, 2014). Quite frequently, the perception exists amongst the Boomer and Gen X folks that Gen Y (Millennials) have a low work ethic. Conversely, Many Millennials believe that Boomers and Gen X folks do not have the critical technical skills to effectively navigate the workplace, and therefore, they are not competent. Each group however, is uniquely gifted as well as perhaps challenged in some degree.

    Boomers often feel hard work and sacrifice are the key to success. They are confident in their abilities and loyal. They subscribe to a succinct chain of command. While these attributes are admirable and hold a valued place in the work environment, the group also dislikes too much feedback and often focus on the process as opposed to results.

    Conversely, Gen X folks are normally results-driven and subscribe to a sense of accomplishment. This drive gives them purpose. This group also is individualistic in general and very creative. They are not likely to be in awe or intimidated by authority figures, which gives rise to the fact that this group freely provides feedback and is okay with speaking truth to power.
    If the best attributes of each of these groups could be combined, what a fantastic team that would make. Since being able to combine these traits in folks of varying generations is likely going to be challenging, the most progressive way to address such is to match teams with all of these generation members to problem solving projects. Doing so would seek to satisfy the most sought after needs of each generation with some allowance for areas of opportunity amongst each group. The end result could be a progressive, thoughtful and engaged problem solving team.

    References

    Philips, Dt. T. (2009). Lincoln on leadership: executive strategies for tough times. Grand Central Publishing, New York, NY.

    Snyder, L. (2014). Generations. Module # 2, Week # 3. National Command and Staff College.

  • Zach Roberts

    This module provided some very good and informative information. It is important to make sure we understand in law enforcement how different officers may see things. I have noticed as a fairly young leader within my department and supervising several more senior officers from older generations how much different they see things. The generational differences in law enforcement is a big factor in some of the issues we see in today's world. Society as a whole seems to always pick out the negatives in every generations but fail to identify and support the positives. This module helped me better understand that each generation would prefer to see things differently.

    • Brent Olson

      Zach,

      I think you bring out a good point in that communication is more so in the perception of the officer. I know that I have had to consciously work on this as a leader. As I supervise a young shift of officers, I many times get questions from them that appear challenging in nature. It seems at times like they are questioning either my authority or my decision making. I have come to realize they are not doing this to be disrespectful or insubordinate in any way. In fact, they are in essence doing what they were trained to do growing up in the generation that they did.

  • Stan Felts

    This was a very informative module, which caused me to think from a different perspective. Generational differences are a common issue in the workplace, and I suspect they will always be. While we mainly seem to pick out the negatives of each generation, typically the one proceeding and following our own generation, there are really positives and negatives to each. Just as in many other situations or categories, shared experiences tend to explain many of the shared characteristics/traits of the different age groups.

    • Ronald Springer

      Stan,
      That was probably one of the best take away from this module. It also interesting to see how the different generations are similar and how the values merge and repeat through time. I see a lot of correlation between the baby boomers and Gen Y and Gen Z. The striving for change and community are all a common thread as well as the desire for comfort and recognition. It is probably a strong indication on why society today looks more and more like it did in the 1960s. The social dichotomies struggle against each other so much now just as they did during that era and tensions are nearly as high now as they were then.

  • Derek Champagne

    I feel like certain generations at my Agency feel entitled to things without yet earning them. For example, when a new car comes in, the new officers automatically think they are entitled to it when in reality, they haven’t done anything to deserve it. I have also noticed that the same generation often needs to be patted on the back and told they are doing a good job.

    • Chris Crawford

      Agreed and for me as a supervisor has been one of the main reasons for my aggravation. I could never understand just what could possibly make them think they were entitled to something that they clearly did not earn.

    • Buck Wilkins

      I agree the new guys want the new cars, I'm just happy to have a take home car. But I also see that they like to get the attention for doing good, but yet hate to be told they did something wrong.

  • Kaiana Knight

    I found this module to be very informative about the different Generations. I do believe the attitudes regarding respect and authority for Generation X and Y are different like discussed in the lesson. I work mainly with Generation X and Generation Y. I find that Generation Y are always eager to help and learn new things a lot more than Generation X. I do agree that Millennials prefer a leader who listen well, because as a Millennial myself I prefer a leader who listens. I agree that managers and trainers should consider possible age related preferences when teaching people skills because the older generation tend to prefer training in things that they know. I agree that employees will have completely different motivations, attitudes, and desires.

  • Scott Crawford

    At any given time at the correctional facility I am at, we may have a veteran of 25 years working right next to deputy who hasn`t been through a post academy yet. This making dealing with each person individually so important. We as leaders have to find what motivates each person and use this knowledge not only for the good of the employee, but for the good of our agencies as well.

    • Darryl Richardson

      Scott, I completely agree with you. I also work in the Correctional Center and sometimes deal with the same issues. It is imperative that we become better communicators and being effective listeners. You cannot give the same response when dealing with so much of a generation gap.

  • Robert Vinson

    I thought it was pretty interesting how such broad groups of people generationally share so many qualities and characteristics. I thinks it's easy for generational gaps to form and one to only notice the "negative" stereotypes of different generation member. I like how this module focused on the positive aspects of each generation and how to integrate strengths to complement a unified team.

  • Brian Smith

    I am curious how culture and societal differences also have an impact on generational influences. Would a Gen Xer raised by their grandma be significantly different than a Gen Xer raised by a single dad, or mom, a gay couple, a blended family, or traditional parents? Just like organizational culture is such an impactful role in employee attitude and development, I feel cultural influences and how one is raised has a great deal of sway in generational appearances. I often saw such differences between my children and some of their friends. Do we focus too much on generations rather than other factors that determine drive, character, morals, and loyalty?

    Either way, it is important as leaders to get to know our employees. Ask questions of them. Get to know them. Do they have a family? Who do they live with? What preferences do they have? This goes towards building relationships, morale, and the ability to know what may or may not motivate your employees to excel.

    • Scott Crawford

      That is an interesting thought. I know my belief has been that it is less than a generational thing, and more of a society thing. To me it goes back to how you were raised, not who you were raised with or by. We hope everyone learns right from wrong from birth, then chooses to follow the beliefs they were taught as a child.

    • Zach Roberts

      I could not agree more with this Brian. You put this in a very interesting perspective that really opened my eyes and made me realize that I see this on almost a daily basis. Cultural influences and ones up bringing absolutely has an effect of who they are as a person and also as a leader.

    • Kenneth Davis

      Brian- A very interesting perspective on generations. The old Nature versus Nurture argument comes to mind here. I do believe that folks are largely products of their environment. There is no good or bad when we see the difference in generations, just perhaps a difference in what was momentous in society at a specific point in time. Just some thoughts.

      Best and stay safe-

      Ken Davis

  • Sgt. Samantha Koscher

    This module addresses a common issue in the workplace. Generational differences among workers shouldn't be viewed as negative. Each generation has been shaped by the environment they grew up in and the values they have developed throughout the years. I liked the video of Stanley McChrystal where he pointed out that it was important to listen and build relationships with those he worked with. McChrystal understood that in order for him to be successful, he needed to listen to the ideas and experiences of those in a lower positions as well as those with more experience. Taking feedback from multiple levels in an organization helps a leader make more informed decisions and consider factors they may not have even thought of. It is important to recognize the differences among generations as it can help in resolving conflict among staff and give a leader a better understanding of what motivates each of their employees.

    • Robert Vinson

      General McChrystal's video was my favorite portion of the lecture. He interspersed humor with a lot of wisdom and presented some of the same themes we learned in It's Your Ship.

  • Steve Mahoney

    This section really helps define the similarities and differences between the generations. It helped break down in general what each generation looks for in a leader and from their work place. This is good training for us and future leaders, as I am sure generations before ours made comments and concerns about the upcoming generation. We need to learn as leader to adapt and realize what the newer generation needs to succeed. In todays climate of Law Enforcement it is hard to find good candidates. It would be a shame to loose them because we were too stubborn to change or look into what their needs are. I always enjoyed being around the newer officer as the rekindled my passion for law enforcement. They also have the latest and greatest updates on legal issues and tactics. I believe it would be foolish not to nurture their knowledge and understanding, even if they are new, as it could be something that would make our department better.

  • Eric Sathers

    This module provides an interesting context to the many differences (and similarities) between generational cohorts. Soon, new information concerning Generation Z will need to be added as we are finding entering the workforce in greater and greater numbers, including law enforcement. As a late-stage Gen Xer, I have heard continuously throughout my career "damn Millennials". It has been so easy to blame them for anything new which older generations don't like. While there may be valid concerns over differences surrounding work ethic and loyalty, the fact is that this group is becoming (and may have already become) the largest in most departments. It is time to put in-fighting behind us and begin to embrace the differences in a more positive way. By leveraging the abilities of these younger generations (especially the upcoming Gen Z), we have the ability to thrust public safety forward to better match our communities.

    • Steve Mahoney

      I agree with you. The lazy way is to blame the millennials. We instead should be asking ourselves what do they need to succeed as their success reflects on us. We also need to realize that they can bring a lot to the table. It is our job to help them bring that knowledge and expertise. The old school ways aren't working anymore

      • Derek Champagne

        That does seem like that is the easy way out. I have said many of times before I am really not sure how anyone were police before they had access to so much information in their units. As a patrolman, I utilized the computer for everything and it almost seems that not having one would almost make this job difficult.

    • Kenneth Davis

      Eric- Agreed. It seems the more we blame Millenials the easier it is for us to evade responsibility for mentoring these folks!

      Best and stay safe-

      Ken

  • Paul Brignac III

    During this module I learned several interesting things regarding different generations. Several of the things that were taught caused me to realize that I may need to make some changes. In most areas that were mentioned, I realize that I need to evolve and be more considerate of different generations. However, some of the things mentioned, would present a challenge for me. During the lecture the statement was made that a certain group likes to be "coddled". I am not sure that I will ever agree to coddle someone. I believe I may have to find another approach.

    • Brian Smith

      Coddling an employee does not mean we have to cater to their every need. Along with the coddling, Lorraine mentioned giving them attention. So coddling could merely be making sure we are recognizing positive actions they take with problem solving, community engagement, or in fixing a ticket. I had an employee that told me every good thing she did and I quickly realized she was not needing me to reassure her she did well (although I think it helped her), but she wanted to be seen. She is quiet among her peers and if I failed to "see" her, it had a negative effect. The attention gave her support for her work.

  • Thomas Martin

    This class on Generations spoke volumes to my Gen X heart. It has helped me understand that my previous commanders were baby boomers and they avoided conflict. When a problem surfaced involving a staff member, it would be avoided and many times ignored. I placed myself in a bad light numerous times with these managers, because I spoke up, asked questions and demanded resolution to our problems. It was extremely difficult at times when staff saw a commander as the actual problem. I would speak with them in private, explaining how staff viewed their decisions and how their actions were making the issue worse. It always turned into a loyalty speech and how we needed to get our “stuff” together. The conversations typically ended with us needing to respect the command staff’s authority or go find work somewhere else. This training also reminded me to spend more time with my millennial staff members. I understand that I must listen to them, before I can properly lead them.

  • Travis Linskens

    I enjoyed this lesson a lot. The generations discussed all have their different needs and abilities. This lesson has made it easier for me to understand why people perceive things differently and how generations of people are also motivated differently. Doing some self-reflecting on my leadership style, I've realized that my leadership style has been universal and hasn't adapted to the needs of the people entering the workforce. It's given me a different perspective and things to improve on.

    • Sgt. Samantha Koscher

      I agree! Its important to have an understanding of how a leaders actions may be perceived by others. What works for one employee, may not benefit all. Its important to be flexible and adapt to the needs of staff while being open to changes and suggestions.

  • Marshall Carmouche

    Each generation would consider theirs as "the greatest". Within the agency I am employed there are members ranging from the silent generation to generation Z. Within my division, we range from boomers to generation Z. I have to admit that the difference in ages and maturity is a challenge for me. I agree that, as discussed in the module, generational conflicts occur from assumptions. Yes, effective communication is key when dealing with different aged grouped employees.

    • Kaiana Knight

      I agree that effective communication is the key when dealing with different aged group employees. I also think that Supervisors that are older should know how to communicate with the different age groups.

  • Matthew Menard

    I found this lecture to be spot on accurate to the values I see in different aged employees with my department. The younger employees very much value their time off and tend to not see themselves at life long employees if not given the proper motivation. Conversely, the older generation tends to stick around even if they hate their job or are making those around them unhappy. I found it interesting how different techniques based upon generational groups can be used to motivate and lead.

    • Marshall Carmouche

      Matthew, you are spot on absolutely correct about the younger (mid 20's for my agency) employees not seeing them selves as life long employees. The turn over rate in our department is high. We often find ourselves asking the question "how can we retain the younger employees?". I suppose this just isn't an issue with LE. Retention seems to be a constant battle.

  • Ronald Smith

    As one of three Boomers in the department, I get a fresh look at the age or generational gap every time we hire someone. As a new officer, I was constantly annoyed at the lack of performance from the generation X or Millenials but I did notice if the work was fast-paced and it was the fun calls they did okay. Fun calls, we all know the ones we get to drive fast, make noise, and put on a light show. They did have a much better grasp of keyboarding than I ever did of typing. As ai moved up through the ranks I was and still am annoyed by the lack of loyalty from these young people, but that is my issue and I am working on that every day. I see the generational differences but I see tremendous strengths in these young ones and I do have a great hope they can do this job better than I did.

  • Gregory Hutchins

    The topic addressed the conflict the profession is struggling with but is consistently ignored by those responsible for addressing it. Recruitment and retention are immense challenges, with numerous studies addressing the specific challenges and potential mechanisms to avoid expanding the divide. Agencies within our jurisdiction face a considerable problem with recruiting, and it only gets worse when there is a general indifference to change by senior leaders. Through this lesson plan, one can see the intergenerational conflict driving this challenge—an inability to recognize that we are our own worst enemy. Placing and retaining personnel in critical positions such as this without the training to embrace a new way to manage the process will only continue to create the shortfalls experienced in the recruitment process.
    Once people are in the system, one must follow the simple, repetitive themes of the lesson. To continually communicate, embrace their desires to be included, have an abundance of work/life programs and mechanisms to enable flexibility in the workplace, sell the department's strengths, and our opportunities for advancement, all while expressing their value to the organization is critical.
    We have to fully understand, as senior leaders, that the needs of the next generation of leaders, the Y generation, expects attention and coddling (Synder, 2017, Section 8). A reluctance to accept this generation is the future workforce as almost asinine as the boomers and Generation X cannot work forever. As Generation Xers serves as the senior members of organizations' leadership for a few more years, the subordinate labor force of this profession is in Generation Y. Leaders need to address their needs and motivations to support meeting the needs of a changing society.

  • Sergeant Michael Prachel

    A fascinating point made in the module regarding Millennials reiterated something I’ve seen plenty of during my career so far. That is, this generation is more likely to switch jobs frequently. When I first started with our department, the majority of the patrol staff were Baby Boomers. These officers made a career with the department, and the vast majority did not leave until retirement. Over the years, I have noticed that many Millennials shop around for a new department. Part of this is has to do with the availability of vacant law enforcement jobs, and they have the opportunity to look elsewhere. However, I believe this generation does see it as normal to look for the next best place to work. A characteristic also mentioned for them is they have expectations too great for the work place. This also may contribute to the frequency of switching jobs.

    • Ronald Smith

      Mr. Prachel
      I have one for you my department has had a young officer seemingly on a fast track, he made detective in less than two years, he promoted out of detective and became a patrol sergeant at the four-year mark in his career, he took a six-month leave of absence to try his hand in the oil fields but was welcomed back having only lost two spots in seniority. He was promoted to Lieutenant before he had seven years on the job. He was the night patrol lieutenant for four months before he stayed he had paid his dues and it was time for him to be from that position. He is still the junior lieutenant I will let you guess his age or generation.
      I have spent time as an SRO and the Recruiter. I see great possibilities from these young people but our profession doesn't have much room for flexible schedules. The electronic time clocks have taken away sergeants' ability to reward hard work through an hour here or there. We have hired over 80 people in the last four years, sounds great we are a 95 person department, and we average 16 down. Lots of people just can not handle the schedule, they never make it to the reward this job is.

    • Eric Sathers

      I agree that job-hopping is becoming more and more frequent. When I first joined by department 16 years ago, it seemed fairly rare for people to leave for other agencies. In recent years that is completely the opposite. With changes in policing due to recent unrest, I foresee younger officers not only hopping to different departments but hopping out of the profession altogether.

  • Timothy Sandlin

    The information in this module does a great job of helping to understand the variables that may affect generational differences. I have heard many times people simply attempt to explain away or disregard certain generations. This bias as it relates to lumping people into a generational group is the easy way to place blame, however, often times it is in no way the true answer to an issue. I agree that most of the time effective communication and understanding can resolve most issues no matter what generation the person is associated. It is more important to take into account all of the variables involved in the situation.

    • Matthew Menard

      You are right. We can not discount any one generation because like it or not, we all need to work together for the common goal of the organization. The more we can learn to work together and how the other group thinks, the more efficient we all will become.

  • In our agency we have numerous different members of different generations. Being able to communicate effectively with the different generations, is very important. Where one generation you may be able to be more direct when communicating with them. Whereas another generation while communicating with them you may need to seek their input for the future outcome.

  • At the end of the day, it's our job as leaders to get the job done. Our bosses, don't really care how we do it. They just want it to get done. When it comes to leading employees from different generations, I (as a leader) have to find a way to get the job done. That means that I may have to change and adapt my leadership style to fit those that I'm leading. So much of this all falls back to listening to our people. Asking them what are their expectations and communicating what our expectations are.

    I liked how Gen McChrystal talked about inverse expertise. I see that all too frequently in law enforcement. Policy makers and command staffs are too far removed from the day-to-day operations. This causes decisions to be made that are less than ideal.

  • This module brought forward a lot of key items to look and listen for when working with different generations or age groups. Good information for new teams or being involved with a new group in terms of general characteristics. It all boils down to being an effective listener and knowing the people you work with. Everyone is different regardless of their generational classification. I was glad the module included a small section on ensuring the rules and policies weren't forgotten and that they were clearly conveyed. Most are minimal requirements and the rest can be fairly easily tailored to an individual or group.

    Someone commented in an earlier post about a very young employee not showing up on time or not getting in a hurry to work, regardless of the motivational efforts they made. I feel dealing with that situation (if the guidelines, the why and value of had already been explained), discipline would be more appropriate. At that point it doesn't seem as much of a generational misunderstanding as much as a problem employee when everyone else seems to be on the same page and you've pulled out all the stops. At that point, what would likely benefit the whole team the most? I feel there is a difference in having some freedom at work to get a project done versus leisurely doing what you want when you want (and I realize I should have made that a reply rather than a general post).

  • Sgt. Shawn Wilson

    I was able to be present for a speech that Gen. McChrystal gave back in 2012 at a Yellow Ribbon Event and in that event the General also spoke about bottom up mentorship. The idea that we as senior leaders do not have the expertise that some in the younger generations possess. This is often true when it comes to technology and relating to those in younger generations. When faced with a room of people from different generations I have found through my experiences that creating a shared purpose with the focus being on mission accomplishment brings about a positive environment. The willingness to listen to employees from all backgrounds and seniority status creates ownership with the organization.

  • As a millennial, I found this lesson very interesting. I have known there to always be generational conflicts. However, I wasn't in the role of a supervisor and didn't really worry about them all too much until the last couple of years. I consider myself an older millennial, and I'm currently supervising a "younger millennial". There are certainly a lot of challenges with that. He is a great worker that has a great personality. However, he definitely has then mentality while working of "I'll get to it, when I get to it". I want to get things done as soon as possible and he might take an entire shift or longer to accomplish a certain task. It's hard to question him about it if it isn't urgent, but it really does get frustrating. Most of my team shows up to work at least 10-15 minutes early every day, and he has no problem walking in the door a minute before, right on time, or even a minute or two late. He hasn't learned what time he needs to leave his house for work yet, where the rest of us accommodate for weather and anything else that might delay us. Leading by example often helps, but in this case, there isn't much that changes the way this guy does things. I truly believe that he was raised differently and in a different generation. He is definitely the outcast when it comes to a lot of things at work because of that.

  • Brad Strouf

    Generational differences have existed for, well forever it seems. The ability for leaders to understand and appreciate the differences will allow the leaders to provide the feedback and freedoms that each respective generation seeks. For a number of years now these differences have been formally recognized and it seems we are doing better and better at bridging the generational gaps.

  • Jacqueline Dahms

    This was an interesting topic. I have had generational training before but not to this extent. I have never heard of the Silent Generation. I like how there was not set formula to figure out each generation and that a lot can impact your behavior. As a Gen X myself, I find humor and frustration in some of my peers who can't seem to figure out technology. There are often the rightful comments of "Millenials" that seem to be true, but not for the reasons one would believe. In the end we all want to be happy.
    For me I hold so much value in those that have experience and those that have a fresh look at things.

  • Andy Opperman

    I have always found the discussion of generational differences interesting. We teach our new sergeants a section on generational differences and I believe it’s an easy topic to generate discussion. I think many people are proud of the generation they are from but learn that they share common interests across the generations. I do believe as the module discusses we all grew up different and your parents influence can really trigger the traits you carry with you for most of your life. I'm from Generation X and can associate with having single parents, being on my own a lot as a kid and the importance of education, but I also feel I carry some of the traits of the Boomers, related to work ethic and respect for authority. A lot of that comes from my father’s work ethic and the military. My kids have been raised with technology but are also taught the importance of work ethic and drive, and that things are earned not given. I hope the influence my wife and I have on my kids breaks some of the stigma for them of being coddled or the participation generation. While it’s sometimes fun to talk about the difference in generations, I think many generations such as the millennials get a bad wrap or stereotype. I perceive that they want many of the same things the older generations want, but just go about it in a different way. One trait I have found intriguing is that while older generations tended to respect authority more, I also believe they tolerated bad bosses easier. There is no doubt the younger generation can approach their boss easier with problems. I think that General Mchrystal talked about some of that during his career and transition of leadership. The General knew his people needed a shared purpose, they needed a transparent leader and someone who was willing to listen.

  • Well, this was an interesting overview of generational differences within the workplace. I felt overwhelmed a bit at all the information being thrown out and I took a ton of notes. As a Gen X, I could appreciate what the speaker was talking about but I also realize that I am a part boomer and part millennial. As she indicated, we're not 100% any one stereotype.

    I wish this type of training could be available more for law enforcement. I see the frustration with the generations over time. When I started in 1997, I was working alongside some older cops who obviously didn't understand me at that time. I can now appreciate what they must have been experiencing from a 2021 standpoint. By learning more about the differences and continually trying to expand my/our knowledge in leadership, I think we can really work on closing any gaps that may exist in our organizations.

    The key points I picked up in this module was to assume people are bringing their best forward, not just challenging or trying to make you look bad. We need to listen and learn often. Encourage work/life balance. Over-communication is the rule in inter-generational organizations - people want to feel a part of something.

    • Andy Opperman

      I agree Andy, I can appreciate how some of the older cops felt when I was hired, but I also realized over time in my career that the way new cops were treated when I started was not good for business, you know the better seen and not heard mentality. There's something to be said about building trust in your employees to come to you with problems. I think communication between leaders and employees has improved over the last couple generations. I think the statement made in the module about over communication is a great point.

  • Bou Gazley

    This session was very interesting because I could see the differences in those that I work with. I also learned that I am kind of a mix, but also was able to understand some of my own idiosyncrasies better. I enjoyed the TED talk by the General. He made many very good points about being a leader of younger generations. Some of the comments that really stuck with me was about you can fail, and not be a failure. I think that is a challenge for some generations. I know that I personally take failures hard and take them personally, so this comment really hit a point with me. Another one of his comments was "Leader isn’t good because they are right, they are good because they are willing to learn and to trust." He also said that learning to lead people who have more skill in new technology and techniques is challenging. This goes back to the last quote about being willing to learn and trust.

    • It is challenging when you feel dumb around some of the younger generation when it comes to tech. I consider myself pretty tech-savvy until I work closely with some millennials. We have to be "willing" to learn and to trust. That's a big pill for some to follow, probably more so in law enforcement. It's ok to admit we don't know something. In fact, I think it builds trust among the generations and team members.

  • There was an important reminder that I think we forget about leaders, understand why your people have questions. Seems all too easy to fall into a routine of delegation without explanation. Remember the reason they have questions may have been our failing to properly instruct.

    • Bou Gazley

      This is a great point. I tend to be one that asks questions and then afterwards, I think about how the leader perceived it. My intent is not to question their authority, but it may come across that way and it was interesting to learn in this session that is a generational thing. I would consider myself a Gen X'er, but I can also see some Millennial traits in me as well (even though I try to suppress those)...

  • Kelly Lee

    Really enjoyed General Stanley McChrystal's outlook on the younger generations and the need to listen to them. Even though at times it's difficult to manage staff made up from multi-generations is a good thing around the office. Everyone brings their area of expertise to the table and although maybe different approaches are used the same outcome is achieved. One of the best quotes so far from all the learning modules came from this section with General McChrystal saying, "Leaders can let you fail, yet not let you be a failure."

    • I think it is very important to remember that all of the generations do bring something important to the table everyday that they come to work. Instead of always looking for the negative in the differences that the generations, it is important to look at the positive side of those differences. It is also important to focus on the similarities as well since those are something that don't have to be compared.

    • Thomas Martin

      I too appreciated the General’s words. When we allow everyone to bring their expertise to the table we end up with a better product. I agree with him in listing to the younger generation, but I also see the need in listing to our older generation. I can recall bringing volumes of information to a roundtable to assist on a big project. I learned that no matter how much information I brought on a subject, it would always be second to the wise old man in the corner (with his personal firsthand knowledge). We always seemed to make the issue much more complex than it really was and he would set us straight, eliminating countless hours of work.

  • Matt Wieland

    Understanding generational differences is important when learning to communicate with newer officers. I have met many in law enforcement that have the mentality that newer generations of cops should learn how to do things our way, just like we had to when we were the new guys. Understanding what motivates newer generations in law enforcement is important to effective communication. If millennial officers need more feedback at work, and want to be included in decision making, we should find ways to accommodate these needs. Retention of good cops is going to be more and more important going forward, and learning how to give good officers more job satisfaction will be best for our organizations.

    • Amen to your last sentence. We must find ways to retain but also recruit. Failure to adapt could be a huge factor here. If we find ways to motivate, build up, and encourage, what can that hurt?

    • Sgt. Shawn Wilson

      Training them to be leaders from day one with an agency creates ownership. Retention of good officers these days has proven to be extremely difficult. My agency currently brings in about 35-50 laterals a year from various departments in the area and when they come in for training, I ask them why they wanted to come here; the most common answer I receive is we pay more. The answer I am looking for is that we have a culture that is supportive and receptive creating a positive work environment. Creating this viewpoint requires change and the timeframe for this is dependent upon leaders within the organization.

    • Timothy Sandlin

      I agree. It is critical to understand what motivates an officer, who they are, where they come from, and get to know them generally. This is extremely helpful in effective communication with the new officer.

    • Sergeant Michael Prachel

      Great point about being flexible and learning to modify our leadership tactics if needed, based on the generations you work with. Millennials are already more likely to switch jobs frequently. If their expectations are too low, and don’t like how they are treated, odds are they will look elsewhere. We need to figure out how to motivate them to retain them. A constant revolving pool of new officers is not good for a department, and can be problematic.

  • Robert Schei

    As leaders we need to find ways to connect with our staff. We need to be more patient in general and meet people where they are. For example I have some baby boomers who feel the need to have one on one conversation where you recognize their work and explain why you are doing certain things. What is funny is that I have to do the very same thing with younger generations but they have different questions. It just takes time and understanding that we are all unique.

    • Matt Wieland

      I agree with your words and especially like the last sentence. We can draw generalizations based on what generation someone is from, but at the end of the day we have to know our people on a personal level, and get to know them as individuals.

  • Samantha Reps

    Effective communication, regardless of the generation, is imperative. It's not always "what you said, it's how you said it" that staff are hanging onto lately. This lesson was a good reminder on how you may have to use a couple different approaches to be successful.

    • Jacqueline Dahms

      Agreed. I think some generations may be better at communicating effectively but often times I see personality (or lack of) shining through. As they went over in the lecture not everyone conforms to the characteristics of the generation.

  • Christopher Lowrie

    I view all the differences within our department as a leadership challenge. As a previous module taught us, the military is able to effectively lead multigenerational forces. Why does it work for the military while other private and public sectors struggle? It comes down to situational leadership and knowing how to lead different people.

    • Precisely why I think we have to teach this topic to leadership across the spectrum of companies. I think it starts with being more open-minded, lord knows I need that.

  • Paul Gronholz

    I appreciated the general overview of the difference in generational tendencies. I, for one though, do not appreciate being generalized into one group. I don't believe that most other people do either. Everyone is different, it's good to understand and identify the generational differences, but we still need to see people as individuals with different needs, motivations, goals, and aspirations. We as leaders need to take the time to get to know each Officer on a personal level in order to more effectively lead them.

  • Durand Ackman

    This module has some good info in it about the different generations. I've always found in interesting the differences between members of different generations. The different work ethics, priorities, opinions on authorities, etc. shared in this training was very informative. What I really like was when there was some explanation as to "why" these characteristics formed for the generation. For example, gen X tend to fend for themselves and this ties back to them being "latch-key kids." I am to the point now where those hired are all younger than me but the generation before me is still well represented in the office. I found myself assigning names to the different characteristics the presenter was talking about... Training like this is great as it educates the leaders (us) and prepares them for some of the potential issues they may face with different generations they supervise.

  • Ryan Lodermeier

    This module was a strong reminder that each generation has its own differences and ways to solve problems. Where law enforcement careers can last upwards of 30 years (sometimes more) departments are bound to have multiple different generational ideas and concepts. I think at one point or another we are guilty of saying some phrase related to, “that’s just their generation”. I suppose instead of noting the differences in each generation in a negative manner perhaps we all need to appreciate the different points of view we bring to the table.
    I appreciate the reminder at the end of the module that not all persons raised in a certain generation may fit that mold. By birth year I suppose I would fit into the millennial generation but find myself more associating my work ethic with other generational classifications.

    • Paul Gronholz

      I agree Ryan, it's importanct to understand the differences in generations, but we still need to see people as individuals with specific skill sets. I don't like being clustered into one group so I also appreciated the reminder at the end of the module that no one fits perfectly into the generational mold.

  • Maja Donohue

    This module confirmed my belief that we have to treat all of our employees with respect and dignity, regardless of how much tenure they have. All employees want to be recognized, appreciated and supported and it is our job to foster a culture that promotes these values.
    I find it really interesting that the Boomer generation wants to be heard and recognized for their experience. To me, this seems like a perfect opportunity to pair them up as mentors with the Millennials. It’s a way to assimilate younger workers into the organizational culture and at the same time ensure that experience and wisdom is not lost when older personnel leave the workforce. We need to focus less on our differences and lean on each other’s strengths to form a cohesive team.

    • Robert Schei

      Well said Maja, I especially like the idea of pairing up different generations to serve as mentors. As leaders in our organizations I agree that we need to build cohesive units that focus on results.

  • Jennifer Hodgman

    I myself have been guilty of not fully understanding why Millennials don't have the same work ethic as I do. As a supervisor, there have been many times where I have been disappointed because the officers I supervise were not as committed to their work as I was, they didn't stay to finish projects or were not available for call backs. This difference has forced me to step back and re-examine some of my supervision practices. Perhaps it's the millennials who are doing it correctly and working towards that perfect work life balance!

  • Chad Blanchette

    General McChrystal’s spoke about “inversion expertise”. I think this is more relevant now with technology than ever before. Our younger staff bring a lot to the table in regards to being more dialed in with younger culture in the community and how they are communicating with one another. Having this knowledge assists them with not only connecting with the community but also investigating crimes that have occurred. This perspective was interesting to hear from a General.

  • Ryan Manguson

    This module on generational differences had a lot of good information. I have noticed in my own department the differences between baby boomers, Gen X, and Gen Y. Gen Y or Millennials really place a much higher value on the work/ife balance than those in previous generations. This become the most evident in filling "extra duty or part-time" work. The younger generation is less interested in working extra duty for extra cash. They are more driven to maintain a work/life balance that is more focused on there home/personal lives.

  • Major Willie Stewart

    I really enjoyed this lecture, in my current position I am dealing with several employees from each generation. I have found through dealing with all types of employees a leader can best lead once you have a relationship with each employee. I have found everyone is different even if they are classified as being from the same generation, the struggle is to take time to know each employee and what drives them both professionally and personally. The idea of just placing everyone in a generational group in very limiting as a leader, and prevents us as leaders from being open minded when dealing with employees.

    • Ryan Lodermeier

      You make a strong point, its so easy for people to categorize someone based on which generation they were raised in. It ties right into the comments made towards the end of the module about reminded us not to stereotype someone based on their generational identity. I agree that building the relationship first is the best start.

      • Christopher Lowrie

        That's a great point Ryan. As police officers we know what it is like to be lumped all together in one box. The fact that there is disagreement where some generations end and other begin goes to show that not everyone fits a label. We need to treat each person as an individual and find out the best way to lead them.

    • Gregory Hutchins

      To take the post's point just a little further, one can recognize the workforce's multiple generations' value as a built-in research group. Multiple generations and their mindsets afford an organization with an excellent sounding board to receive multiple viewpoints on a project, policy, or idea. Too often, decision-makers are subject to groupthink and are not receptive to novel ways to handle challenges or the need to change.

  • Eduardo Palomares

    This lecture was very informative and provided insight on the different generations and how each individual generation operates in the workforce. I am Millennial but have a mix of work ethics and beliefs from all generations. It is important to understand how people learn and view leadership in the workplace. I thought about the different people l work with and reflected on their traits and work practices. As a leader it is important to be aware of generational biases to better understand and effectively communicate. All generations working together contribute to making law enforcement a diverse and enjoyable career. One of the takeaways from this module for me will be applying a different approach how l communicate, praise, encourage and even apply discipline. My agency had a big influx of Millennials in the last three years. l can relate how they feel about leadership and know we like the “why”. Explaining and beginning with the “why” has helped me communicate ideas more effectively. It is important not to generalize and not take things personal when questioned on the “why”. As leaders we must understand and be flexible in order to close generational gaps in the workplace.

    • Major Willie Stewart

      I totally agree with you on this topic. I think as leaders we are here to lead and taking the time to simply explain a task given to someone is why we are here. I think labeling employees by their generation adds to the the division at the work place, as I've seen before with Boomers and Millennials not really getting alone, and its out job to recognize the differences but to find ways to get everyone on the same page to complete tasks.

  • Kyle Phillips

    During this lecture I found myself pairing up characteristics and traits of those within my agency who fit into each generational category. I enjoyed learning about the different motivators and characteristics between the generations. This certainly does help me to understand the "why" behind the individual. It's apparent that we must evolve as leaders and be willing to be free of assumptions and implicate bias towards those of generational difference to become successful with keeping communication open and bettering the organization.

    • Eduardo Palomares

      I did the same thing. Each generation definitely has different motivators in the workplace. I agree with you we have to evolve and not assume things based a person’s generation. It is important for a leader to understand this.

  • Cynthia Estrup

    It is interesting to hear a lesson on how the different generations of police officers fundamentally differ on their perceptions. Typically, the baby boomers are going to have rank because they have been in law enforcement for the last 20 to 30 years. Their rank is going go be earned by putting in the time and having lived experiences. At times, we may be a bit more set in our ways, and have to realize the generation of police officers have different experiences then we do. For the every day functions of our job, the younger generation is not going to blindly follow. They are going to want to the know the why and may even question why we are doing things the way we are doing them. We have to realize this does not mean they are being disrespectful or insubordinate. We should welcome these conversations to stretch the way we think and do things. It is through these conversations that we will bridge the gap and earn the respect we sometimes think we deserve because we have rank.

    Although we may perceive the work ethic and priorities as being different than ours or what we experienced as we progressed through our career, we need to realize that different may not be bad.

    • Great observation. I can certainly see the different perspectives based on age group and generation. When I was a young officer we often did things "because the Sgt. said to". The younger officers (post internet) see things differently. While its sometimes challenging to have to explain why to officers all the time, it does make for a better product as the officer understand the big picture rather than just the task.

    • Eduardo Palomares

      I totally agree. From a Millennial standpoint, I respect a leader that takes the time to explain why when new protocols or procedures are established. I have posed that question to my supervisors multiple times and had the question posed to me. To my boss, my generational subordinates sometimes come across too inquisitive. It is normal. Even for me they are too inquisitive. There is nothing like a great respectful debate prompted by a why while keeping an open mind that people just want to know why.

      • Jennifer Hodgman

        Eduardo I agree with your statement about respectful debate prompted by "why". So many millennial's question why we do things the way they do. They are not complacent with the answer of "that's how we have always done it". By asking why we are being challenged to better understand and look at processes, which in turn improves our departments.

  • I really enjoyed this module. I have been to several academy classes on the topic but this presentation really hit on some key points. Several things stuck out for me. First, I never really realized how many Generational titles there are. The buzz is always about the "Boomer's", " "Generation X" and Millennial's". I thought the short video "4 Generations in the Workplace" hit on a key topic leaders sometimes forget. That being, when four different generations in the work place look at a problem, you can have four different possible answers. Harnessing this powerful organizational dynamic sometimes challenges traditional leaders but is embraced by transformational leaders. I also found it interesting that traditional leaders tend to rationalize their approach to dealing with generational employees by stereotype rather than thinking about the value that each employee brings to the organization. Additionally, I was surprised by the comment that generational differences in the work place may not be as bad as we think it is. We tend to look at the difference in generations in overarching terms and never really think that employees responses, regardless of age, may actually be more tied to the context of their education, where they are in their careers, family life or marriage. Here is where personally knowing your employees is critical. Lastly, I think the importance of the strategies for retaining officers and the concept of "Over Communication" cannot go understated. Successful leaders who communicate the "why", understand the importance of work-life balance, actively listen to employees, understand how to communicate across generations, will successfully integrate multi-generational organizations and be prepared for the future arrival of Generation Z.

  • I found myself mesmerized by General McCrystal as he spoke about the need for leadership styles to adapt, particularly when he described an “inversion of expertise." I am, without a doubt, an X’er, but I also found myself having both some Boomer and Millennial tendencies. I am the youngest of seven siblings; some of my siblings were born in the Boomer era. I also was educated in a changing world where Millennials were being accommodated, as was I, for group think and being taught asking questions was not only acceptable, it was expected. Being in a leadership position today, I find challenges (some positive and some negative) in leading the younger generation. I enjoy being asked why thing are the way they are because it provides me the opportunity to not only stay fresh on processes, but I will ask myself the question in a different way; do things need to be this way or is there a better way? I find myself frustrated with what, to me, is a lack of commitment to the workplace when we cannot fill shifts, overtime or other special duty projects. However, my frustration is probably more a little bit of jealousy that the younger generation puts much more emphasis on life rather than work. Through all this, however, I have found and agree with the instructor in this module that, effective and assertive communication is the bridge that needs to be built to earn trust with the younger generation.

    • Durand Ackman

      I also found myself with some traits of a Boomer and some of a Millennial. I attributed it to me be born near the end of the gen X time period yet I was always around adults throughout my youth so I know I picked up some of their ethics. I agree with you on the "why" question. So many things are done simply because that is the way we have always done them. We need to be better an taking a fresh look at things and re-evaluating how it is being done. I chuckled a bit when I read your comment about frustration with the younger generation's work ethic yet a bit of jealousy on their emphasis of life over work. I often find myself doing the same thing...

    • Very well written Captain! I found myself nodding in agreement as I was reading your post. My grandfather (born in 1933 and Korean War Vet), had a large influence on my upbringing and work ethic. There were times when I was told to do something because he said to, but more so than not, he took the time to explain how, why and the way he found was best to do it. He worked and supervised all ages of people through his profession and apparently found it was easier to get the most out of someone by setting the guidelines followed with the why. The older I get the more I try to emulate his style instead of the styles I picked up elsewhere.

      Thanks,
      Nathan

  • Joseph Flavin

    Breaking down the different generations and the characteristics unique to each generation was very educational. I can see why an understanding of the different generations is vital to success as a leader. I like how this module tied into effective communication and how important that really is. Each generation has what makes them unique while also having similar traits on their view on leadership. As a new supervisor, I found early on that communication is key. I had a basic understanding of the different generations but this module provided me with a greater understanding of them. I will use what I learned in this module to become a more effective leader in my organization.

    • Cynthia Estrup

      I agree with you when you talk about early communication is key. I think, in part, with early communication is that we need to have an understanding of the different people under our command and how they best communicate. It has been my experience that one modality of communicating does not work with all people.

    • Maja Donohue

      I think you really make a good point. Communication is everything. If we don’t communicate well it is likely there will be misunderstandings. And the bottom line is, everyone wants to be heard and wants to contribute, they just have different ways of approaching things. It is our job to find a common language and make a team out of individuals and groups.

  • Mitchell Gahler

    This was a great module which defined generational differences in the workplace and the importance of knowing your personnel on a personal level no matter which age group. Looking back at the material explained, it is very unique to identify each generation and how the adjustment of management and leadership styles may occur with different generations. However, leaders must learn to adapt to each generation in order to help each individual succeed. Each generation has strengths and weaknesses that we can learn from and adapt to in order to succeed together as a whole.

    The quote from Stanley McChrystal stuck out to me the most in this module. "Leaders can let you fail, but yet not let you be a failure." This goes back to Abrashoff's, It's Your Ship. "It's okay to make your own decisions, even if the decisions were wrong. The more responsibility they were given, the more they learned." Allow mistakes as long as something was learned from them. Each generation will have a different unique way of doing things, but we can all learn from each other to be successful.

    • My comment is not of a generational issue but one about effective leadership. Mitch, I completely agree with your second paragraph, and Captain Abrashoff certainly outlined the same process for evaluation used in the Navy as General McCrystal described for the Army. It would be great if more law enforcement agencies were better at those evaluations of their peers, their future leaders and even their current ones. Guidance and confidence building through errors rather than knocking people down, or worse, keeping them down. I believe my agency does a very nice job with building up our people, but there is always room for improvement. I have also been a part of agencies in the past where competition drives are strong and other people's failures are only used as another's stepping stones.

  • The module on generations is definitely eye opening and is great information for understanding and supervising the different generations of workers. In the Cass County Sheriff's Office we have employees from generation X to Generation y. So this block definitely helps in understanding the differences between the generations and what motivates and retains employees. Growing up as a generation x, I definitely feel the differences between the two. What i have really noticed is that generation y individuals definitely change jobs regularly. We will have a generation y employee work for a couple of weeks and then say I guess this job is not for me and leave the next day. Being able to understand the reasons for that and how we can adjust the work environment to be more accommodating can definitely help us with retention.

    • Kelly Lee

      Couldn't agree more with you Sheriff. We have the same generational gaps in employees in our office and it is a constant balance to keep everyone happy and motivated. We just recently hired 6 new deputies who are currently conducting in-house training. 5 of the 6 are generation Y and it is interesting to see how they fit the "description" perfectly. They have high use of media (never wanting their phone out of sight) ask lots of questions, still live at home and ask for more (extended) training,

      • Same here. The millennial deputies request training 5 times more frequently than gen x and they blow up our chat groups while the gen x usually put their phones on "do not disturb". Yet they get along great at work.

  • James Schueller

    I enjoy the discussion on the different characteristics of the generations, and specifically how it relates to the present and future of law enforcement. As a definite Generation X'er with 21 years in law enforcement, the change in culture with the introduction of millennials was at first very frustrating to me. I really noticed the shift as an instructor in the SKILLS program at the local college, and being asked 'why' for everything taught. But it did not take long to see that the questioning wasn't a challenge to authority or rank, but simply an extension of the way they were raised and taught. Asking 'why' has lead to the next generation not only understanding, but also offering up suggestions and ways to improve on tasks, practices, and duties. Bottom line is that we must adapt to the workforce changes and find ways to not only retain the employees, but also to incorporate their strengths into traditionally para-military structures.

    • James,
      I agree with you. I am a generation x. When I became a supervisor it took me a long time to understand the questioning of different policy and procedures form our newer officers. After some time in leadership I realized that you have to explain the reason why and that the why wasn't a question of authority, it was a legitimate question as to why for understanding. Now I just naturally provide the information as to why so their is no confusion.

    • I agree with James Sheriff Jahner. The importance of "Why" cannot go understated. When I was promoted in my agency, I focused on the why. I took every opportunity to explain the reason we were doing something. I learned this in the Army and it always stuck with me. I was astonished by the two different reactions I got from my squad and later my bureau. One group of officers would stop me and ask why was I spending so much time explaining everything, they were the older officers that understood the concept of quasi-military authority. The other group that approached me, mostly newer officers, thanked me for taking the time to expound on things. It wasn't until some of the more seasoned officers approached me later and indicated that they finally understood and appreciated my approach did I really think I was making a difference.

    • Ryan Manguson

      I agree. If we accept that the why questions are not a challenge to authority but wanting to better understand and possibly improve processes. They we will all be better off in the long run. Adaptation to learning and teaching styles is key.

  • Lt. Joseph C. Chevis

    Generations

    As a Watch Commander in Corrections, I myself have dealt with many, if not all generations. Many of the new hires are of the ages 18 to 21 years old. These young officers perceive things differently than I did when I began my career. My job is an assignment in itself, it is very important that we as Supervisors get to know our personnel. We need to know their characteristics not just their generation’s characteristics. This module gives much needed observation on how to do just that.

  • Lt. Richard Paul Oubre

    I am a Gex X law enforcement officer. When I came into law enforcement, 23 years ago, the majority of my supervisors were Baby boomers and a few of the Greatest generation. I found their leadership style was direct and straight forward. If policy or procedures were questioned, you would get statements like "its how it was always done," and if you don't like it leave," I never agreed with those kinds of statements and felt our leaders should have been more flexible. I don't fault the leaders, they were a product of their generations. I do believe our current leaders have to recognize this and be more adaptable.

    • Joseph Flavin

      I heard similar "it's how it was always done" statements as well. Lately, I have heard them less and less as our agency continues to change the way we do things. With new leadership has come change. Things are being done differently done now and it is a refreshing change of pace. When new changes are made, there is now clarification given on why. People are encouraged to look at new ways of doing things. I agree with you that our current leaders have to be more adaptable and we are slowly starting to see that.

    • Chad Blanchette

      I agree with you. I think the generations that we deal with now require more communication and information about why something is occurring in lieu of just mandating change.

  • Lt. Marlon J Shuff

    The great thing about a team comprised of people from different generations is that each person will bring something different to the table. Each will have a different set of skills, perspectives, and ideas. Having diversification will only make the team better.

    In the lecture, Mrs. Snyder spoke about one of the Millenial Generation's characteristics, which is they were taught to ask questions and challenge traditional thought. I have experienced this first-hand as a supervisor or while conducting training for my agency. Sometimes, instead of just saying "do this," you better be prepared to explain the why behind it. This curiosity and eagerness to learn is a vital characteristic of those in this generation.

  • Captain Jessica Jo Troxclair

    History and leadership together have always intrigued me. As Lorraine Snyder spoke of all the different generations, I realized how much I enjoy those two subjects. I am a Gen Xer and realize certain characteristics I possess are a reflection of how I was raised. I always asked why growing up. I started my career being molded by Baby Boomers, I fit right in, and it was like following the direction of my parents. I immediately respected and followed all of my supervisor’s directions, just as I was taught in my family unit.

    Years have passed and now I am in a leadership role. I learned through the years that subordinates don’t fit strictly into each generational category. I also learned trying to keep all of the differences in order is taxing. I believe there is a lot to learn from each generation. Building effective communication skills by listening to your subordinates is a great key in keeping your team strong.

  • Seeing all the variations that come from each generation it is not wonder the state of affairs in our country right now. The key to understanding is listening. When we take each generation into account we must adjust our listening techniques to match their voices. We must also clear our prejudices of what each generation is or isn't capable of. Finding that sweet spot where generational gaps are not problematic should be the goal for all.

  • Nicole Oakes

    I have to agree with the presentation, it is enlightening to see that the differences are real and that we view things so differently; I am on the cusp of two generations and I can appreciate the differences of both of the generations. Many times on the job baby boomers have complained about gen Xers or millennials but now it all makes sense. And we, as parents, have been the reason for the way our Xers and Millennials have turned out as well as our historic events.

    • Lt. Joseph C. Chevis

      I've been having the same issues, I to have some baby boomers that have the same complaints. And yes we can take the blame for the way these younger generations are.

  • Jarvis Mayfield

    As much as I would like to say I love the hard work of the baby boomers, I would trade it for the millennial's or Gen X. Facts are the baby boomers they work hard and will do what is told to them without questions. "Like herding sheep". Millennial's on the other hand are impacted by trustworthy leaders. Gen X and Millennial's value relationships with co-workers, team building exercises and rather learn on the job than in a class. Millennial's and Gen X are able to hold several jobs at once very resourceful.

  • As I was coming up in my career, I never gave much thought to the generational differences between me and my fellow officers. But looking back, I realize there were differences such as loyalty and work ethic. Now that I am a supervisor and have officers of different generations working for me, the differences are stark. This one module or similar training on supervising the different generations would be most helpful to new supervisors. As stated in the module there are somethings that are universal and must be adhered to no matter what. But, the way we as supervisors must relate to and "handle" our people must adapt to the personality of the individual officer based on his/ her's generational beliefs. It's definitely a balancing act that we must preform.

  • One of the key things i took away from this module is that yes there are different generations. Each generation has different characteristics, needs and wants. But not every person in that generation share those characteristics of their generation. So you need to know your people. You need to know each person characteristics not just the generalization of their generations characteristics.

    • Nicole Oakes

      This is very true. Sometimes we come across a baby boomer who is a whiz at computers or technology and who values personal relationships more than loyalty to the company. These are not characteristics of his generation but because of his experiences he has a different outlook than his generation. I think although these are guidelines it is important not to hold to them so tightly that we do not see the individual.

  • I was really surprised to see the similarities between my generation, gen-x, and millennials. I didn't realize how alike both generations are, with such few differences. What sticks with me the most is the statement by Stanley McChrystal, "Leaders can let you fail, but they won't let you be a failure." That's a great piece of advice.

    • Mitchell Gahler

      I agree, that statement is a great learning tool and will stick with me throughout the rest of my career. It's how we all learn from that failure, which results in positive change that makes us better.

  • Lt. Mark Lyons

    While watching this training module I was able to recognize a lot of generational differences that were described. As the Training Coordinator for our corrections bureau, I have had the privilege of working with pretty much every generation type discussed. There are times when it gets frustrating working with some of the younger staff because of the different set of priorities that each generation has. Same with the older generations to. Especially trying to train them on new computer systems or software.

    After watching this training module, I have a different perspective on the differences between each generation. I plan to use the information I learned in this module to help modify our training methods.

    • Back in the day I too was a training coordinator and I shudder at the thought of using my old techniques with this current generation. I now teach a couple of classes for our POST and the difference is night and day. I feel as if I have to be part Dave Chappelle, part Steve Jobs and part Albert Einstein. These kids focus can come and go at any moment and when I am giving them a two day presentation sometimes it difficult to adjust on the fly to keep them engaged.

  • I think this module was informative. However, as leaders, we have to take our time and learn our subordinates. In my department, it is mostly millennial that make up the staff. I can honestly say that they are different from each other. They learn, speak, and work differently. I often find supervisors prejudging individuals based on their generation group.

  • Instructor Lorraine Snyder’s comment that “given that employees have different work and communication styles, it is important to be aware of, respect, and work within those differences” is the epitome of this module. As leaders and managers in an organization, we can get to others in the workplace, learn their unique needs, values, strengths and weaknesses and work with them to continually develop their full potential in the workplace to maximize our production as a team.

    I like how assumptions about generational biases rather than valid differences are the root of generation conflict and how we can use assertive communication which is clear and respectful, to redirect the negative energy to take advantage of the unique skills and experience of everyone in the workplace. I like the idea of making coaching mandatory in performance reviews, so many times we are quick to rate someone else’s performance but fail as leaders to give them concrete action steps for improvement. We can use steps such as this to continue to develop and empower our employees to strive to reach their full potential.

  • We learned in Area 1, Module #6 that Millenials are not are leadership challenge. I disagreed with that based on my perspective. This module gave me another viewpoint as we speak about generations. As with the Great Generation, I’m sure they looked at my generation, X, as my generation may look at the Millenial generation. Whether you are a baby boomer or gen X, we are all supervising the millennial generation, and we are all complaining about them. As an academy instructor, I see the millennial generation. What they are is interested in. What we hope they want is the desire to do what we’ve learned to do and carry on the traditions after we are gone. We are responsible for their outcome. When you put it into perspective, with this module, Erik Therwanger was right.

  • I learned a lot from this module. I am considered a Millennial, but I do not have the same traits as a Millennial. As a kid, I was always told, do what I say, and that was its end. Learning the Millennial characteristics and what they expect from us as leaders will help me bridge the gap. Many times I am asked why and get annoyed, but I need to take an in-depth breath process and explain why. Lastly, I learned that I need to approach my officers differently, depending on their generational differences.

  • I found this module to be really enjoyable and eye-opening. It has explained and made me understand some as to why not just subordinates, but the millennial generation we deal with on the street, has to question anything and everything you ask of them. No, I 100% don't agree with it, but I think it has a lot to do with police being questioned on the street and a lot of it is looked at as a lack of respect for law enforcement. This in turn leads to hostility between the officer and the person the officer has encountered. In reality we are dealing with a whole new younger generation of persons we are dealing with a lot of time on a daily basis. These people have a completely different mindset that we have to be aware of when interacting with them.

    • This is true on the street and to some extent to those under our command. I'm of the baby boomer generation and I don't need an explanation for everything I'm told to do. But our younger officers question everything and need an explanation as to why they need to do something. It can be maddening sometimes, but if we take the time to understand the characteristics of their generation, it makes it easier.

    • James Schueller

      I think that is a great observation, that being questioned on street interactions comes off as a lack of respect to law enforcement. While that may definitely still be the case in some (a lot?) of encounters, some of them may just be the generational difference and tendency to ask/question directives. That is especially important to keep in mind in today's environment and social media impact- if we interpret it as disrespect and respond with hostility, we are perpetuating the negativity that is so often unjustly being placed on us. From supervising this generation to encounters on the street, we have to be mindful of the differences and how they can work to our advantage- or hurt us.

  • I believe that it is very important to pigeon hole someone to a generation because of age or the year that they were born. other factors, such as age of their parents, socio-economic status, and geography have to be taken into account. I do agree that training styles have to be taken into account and many studies state that there are four distinct type of adult learners, but many agencies, even larger ones cannot alter their training strategies to specifically target the different styles or generations.

    The lecture was on direct point when it stated that all must follow policies and requirements. As for the digital age, yes I do not know a Gen Y officer that is not connected to his/her phone and social media. That does not always transfer to work skills involving technology. I have seen many younger officers dismiss training that deals with some sort of technology and they believe that they will figure it out, on their own. I have had some of these officers come to me and ask for help. When I ask them why they disregarded the training, most will say that they did not believe that they would ever use it or there were other officers that liked that type of work. These officers are usually very sincere and the next time training is offered, they are enthusiastic.

    Generational divide and conflict has become more of an issue, in police work, and I believe it is going to become more of an issue as time goes on.

  • This video gives you insight to how the last few generations all meld together. The ability in law enforcement, military, and similar services all share the ability to adapt and overcome all types of events. The ability to use our generational experiences can be applicable from young to old. A true leader should have the ability to learn, listen, adapt, and train themselves and their personnel to rely on all experience in their ranks. We can truly learn from all generations.

    • Captain Jessica Jo Troxclair

      I agree, I have been in the corrections field for 19 years and I belong to Gen X. The best tool I have used with the different generations I lead is to listen. I can always learn something, adapt to change, and help my subordinates succeed. For me it's not about separating their differences, it's about building their similarities.

  • This module definitely drove home what I have recognized for several years now, but didn't fully understand. I'm in my mid forties and have been in law enforcement for 24 years now. My generation was taught chain of command and don't over step those lines. We were told what to do and went and did it. If we didn't understand and couldn't figure it out, we went to our peers and/or our immediate supervisor and asked for help. Never in a million years would I have considered going to my commander to ask anything. Nowadays, it is quite the norm, mostly because I have recognized that the are extremely inquisitive and do want to learn. I have had to definitely change my way of thiking and commiunication when dealing with the younger generation. As discussed by Instructor Snyder, the millennial generation is the trophy generation, they want recognition and are demanding. But if you can recognize this, and feed their need, I certainly can see their effort is the same, just different approch to mine.

    • I agree with your point about the chain of command. As a young officer, I might say hell to the chief, if passing in the hallway, but unless asked, or ordered, I was not going to talk to him about anything, dealing with the job. It was the system that we were taught.

    • Stephanie Hollinghead

      This was the standard when we began policing. I have been in law enforcement now 23 years. You followed your chain of command, did not ask questions, and did what you were told and if you saw or spoke to anyone over a Sergeant, you were in trouble. I still have a couple of supervisors who think this is the way it should be done. Officers now want to know "why”, and they do not hesitate to question.

  • This module enlightened me on the several generations in the work place. I considered myself in the silent generation when i was promoted to sergeant. I supervised multiple deputies that covered several generations and the communication gap between us. The lack of communication created problems sometimes when they surpass me to go to the lieutenant even though i was their direct supervisor. I understand now i was dealing with generation x, not loyal to their employer.

  • As a newly appointed supervisor, I supervise multiple detectives that cover several generations. Detectives ages range from their 60's to as young as 24. This module was extremely helpful in understanding the different responses as well as the different questions I receive from each detective across the generation gap. The statement made by Stanley McChrystal, "leaders, can let you fail and not be a failure" was a powerful statement and a reminder that you can learn valuable lessons during a failure.

  • I enjoyed learning about the training differences between the different generations as well as retention possibilities. I always knew that generation difference were there, just not how to properly identify all and how to best manage a mixed group. I do witness some people who you would think are in one generation but by behavior, they identify or seem to be part of a different generation.

    • I am one of those who fall into the Millennial category, but my character traits would put me in another generation. I believe these tools will help us with the generational differences, but there are exceptions to every rule. I think that once you learn your personnel character, it will give us more insight into what generation they should be categorized. After learning what generation they fall into, it will then help us to lead that person.

    • Lt. Mark Lyons

      I have had similar experiences with younger individuals who exhibited characteristics of older generations.

  • As Generation X, this module has helped me understand a little more about the millennials along with the other generations. Understanding the mindset helps tremendously when trying to put the right people in the right places for the best results. It also helps in dealing with unity throughout the department.

  • Lieutenant Dustin Jenkins

    This module has helped me realize that some of my deputies that have constant questions when given "orders' are only seeking validation for a task and reasoning behind why the task is requested a certain way. I always took it as more of a disrespectful action, which now I can see that it was actually more of an educational experience for them. I will definitely look at these opportunities in a different light knowing what I now know about the different views from different generations. This lesson also shows that while we all have generational differences at play within our agency, managing the different views can actually help to get jobs done with better outcomes.

  • This lecture was really informative on the different types of generations today in organizations. It has also given me insight into how to lead and understand the thoughts of each type of generation.

  • Within our organization we are fortunate to work with four generations of people, all of whom give a differing perspective on their jobs and job satisfaction. Most of the people in upper command are members of the end of Boomer generation. Mid-range supervisors are mostly comprised of Generation X. The newer deputies are our Millennials. I did mention we had four generations and the members of the Silent Generation are mostly part time workers, who are mainly supplementing their retirement income, or even doing it as volunteers. I see how each of our generations is divided but yet we work for a common cause and I especially talking with the older members of the agency as they provide an insight on life that very few people now-a-days possess.

    I also have seen where we are divided and I myself am guilty of it. When I was a rookie, I used to complain about working conditions; bad cars, writing reports, and all of the unnecessariness of portions of the job. As part of Gen X reporting to Baby Boomers, I would hear the stories of “back in my day…” and that I should be thankful for the improvements which were made for better working conditions. Now that I am a supervisor and we have a ton of new technologies, better pay, better supervision (just tooting my horn), I have heard similar gripes, but they include the why do we have to do x, y, z add ons. I used find myself recounting how bad it was in my day and how I had to walk to work, uphill, in ten feet of snow.

    I have become more cognizant of these types of rebuttals and remember that I was once this guy or gal, just trying to do my job more efficiently. I still tell “war stories” but I only recount them to inspire people to show how far we have come and that we still have miles to go.

  • The modules did a great job explaining the different generations and their ways around a problem. They were correct about the older generations not wanting as much supervision, but Millennial's feel pretty comfortable asking the question "Why?" and/or constantly wanting feedback. I was sent to a "Working with Millennial's" class and it taught me that their questions aren't coming from a place of disrepute, it was just their life experience and teachings.

    • I agree, the Millennials are willing to complete any task given, but always need to know why the job is required; this is a result of the teaching culture they grew up in.

    • This module was spot on for our department. We still have "old school" cops inside our agency, however about 75% of the department has less than 10 years experience. This module opened my eyes as to why we as supervisors face certain challenges or push back from certain groups of officers and its due to the generational gap and how the learn and respond to their leaders.

      • Elliot Grace

        Lt. Dean,
        I agree, I benefitted from this lecture and it has put a new perspective for me on what each generations’ triggers and motivators are.

  • This module helped me to understand that even though there different generations mixed together in the work force they all have some of the same common goals in life. They all have the desire to perform well and do great in life. Though they all are very different in the aspects of how they may get the job done, they all finish whatever project they are work to finish. The different generations thrive off of each other. Where one generation may not be strong in one area, another generation is and can pick up that slack.

  • Adam Gonzalez

    Through this module, I have learned many of the differences and unique perspectives regarding the various generations that we now have in our workforce. Through these differences, explanations and examples provided, there are several threads of commonality that work its way through each generation as well. The perception of things may be one-of-a-kind but each generation has the desire to succeed. Each generation appears anxious to work for the life that they desire. These traits are so very useful in helping to lead those within our command that we have been entrusted to lead.

  • I understand the Generational differences that we have in America. I also know that we all come from different backgrounds. The one thing that I struggle with is people not wanting to work as hard as I do.

    I went to a class called how to survive Millennials, and work with them in law enforcement. I will not lie. I thought this class was going to be a joke; however, it was informative and provided me some different avenues and lenses to look at.
    If you know what the different generations want, you can manage and have them achieve not only department goals, but their intentions.

  • I have always found this topic interesting. You can definitely see the differences in generations but I think they crossover much more. I have noticed that the millennial generation does not mind doing work, they just want to know why they need to do certain thing a certain way. Which if you are not careful can rub someone from my generation wrong as we just kind of just went out and did what was asked without question for the most part.

    • I agree with millennial's want to know why they are doing a task a certain way. I liked how the module explained that this is due to the way they were educated. I never looked at or realized that if they are educated this way, it only makes sense that the behavior will come with them to the work force. It only means that as leaders we have to learn each generational way so that we be help them as much as they are helping us.

      • After working with several generational groups, i had the most difficult time initially with Millennial's. Since they always asked "why?" While Baby Boomers and Gen Xers would give the expression of give me my task and get out of my way. Working with Millennial's is something we all must learn to adjust too and work with.

    • I have noticed the same thing from the Millennials who work under my watch. I have adapted my style of leadership to include the things I needed to know - Why? I have found sometimes they have a much better way of doing things, sometimes more efficiently, and with the greater use of technology than when I started. I guess it does not matter how it is we get from A to B as long as it is right, it's the journey that counts

    • Lieutenant Dustin Jenkins

      I agree with the notion that the constant questioning and need for reassurance of the Gen Y's can be seen and taken in a bad manner. I admit I have had negative reactions to the "why?" after giving instructions. This lesson has opened my eyes as to why that questioning was taking place.

  • It seem to me that while there are differences between the generations and what motivates them, that as people age that the goals and needs start to have more similarities than differences. Perhaps the generational differences are more related to the rate that people mature as much as the environment that they were raised in.

  • In the learning of Module 1 in lesson 2, learning about the different generations and how they adapt to the workplace and attitudes was very helpful. Learning this information gave me a better insight on why certain people from different ages may act a certain way. I myself is a millennial and the things that were said were very true in a lot of ways.

    • Adam Gonzalez

      I also found the definition of my generation (X) to be accurate. However, and I am aware that this has been said throughout the module, differences and unique attributes that are outside of the generalized definitions provided are common for all within a particular generation. To the core, we are all different people shaped by many of our experiences and outside influences. We can do well to always remember that every person has the innate interest in being successful and to accomplish better. Thank you for your post!

  • I just learned a lot by watching this lecture. It was fun learning about all of the different generations and times throughout our history. It refreshed my memory on several different things that I basically forgot about. I do find the young workers do not just take orders well. They want you to explain why you are telling them to do something. Even though it may seem like they are being disrespectful, they actually are just people that want to give their opinions and in return want you to listen to them. I have a few different generations in my office which sometimes causes problems because they think different and have different outlooks. I also find my younger detectives need to be praised and acknowledged. The older detectives just want to get the job done.

  • This module was very helpful in realizing the different motivations of each generation. As a leader it is important to understand and know the difference in generations, but also understand that they can be similar. Don't judge people just based upon there generational title, because some of the best people I have worked with came from Generation Y. One strategy that I learned in this module, that I could see myself implementing was the idea of training individuals based upon generational needs,

  • As with most systems that attempt to place individuals in broad groups the use of generations must be carefully viewed as generalizations. While the overall "characteristics" of each group is founded in part on some truth, the concept is also similar to stereotyping. The concepts can give us a starting point on where to possibly start looking as far as training styles, leadership styles, and employee expectations. That said, the concepts can not give us the true characteristics of individuals. Often times the "maturity" of employees is a direct result of experience. An officer in my area who started in law enforcement 25 - 30 years ago has worked through 9-11, Hurricanes Katrina, Rita, Ike, and about a dozen more, a shift in the paradigm of law enforcement (to include CIT, de-escalation, and bias recognition) and now COVID 19 (pandemic including a national shutdown). New employees coming into the work force will not have that experience no matter how much education they get.

    The true benefit to recognizing generations is in reminding us to be innovative and flexible with our training and recognition of employees. Having a reward system that is just as well thought out as our disciplinary system is important. Identifying how to make the job rewarding and increasing "loyalty."

    There is no doubt there are differences in the "generations." I believe the biggest difference is simply the linear concept of time. Older generations have more experience, more time on Earth. Younger generations are raised with technology that was not even thought of by the older generations. By acknowledging the differences we can work on bridging the gaps.

    • I think you are correct that trying to put people in certain "groups" just because of when they are born may not be ideal but it is a good starting place for education planning. I also think that rate of maturation may be more important overall for learning aptitude.

    • I like how you pointed out the importance of having a reward system that is just as well thought out as our disciplinary system to increase loyalty. I think that is something we sometimes neglect to follow through on regularly. In learning about the generational differences, it seems that it may be vital in retaining our good employees.

  • Major Stacy Fortenberry

    Boomers prefer leaders with credibility Millennials prefer leaders who listen. I think this is more age related than a particular date you were born. The trick is to be both leaders as they are mutually supportive. While listening to this course I kept thinking of a particular young Deputy and couldn't help but smile at some of the stuff he does is spot on with the courses descriptions. what I have not fully recognized was this young mans true desire to help the community. His constant questioning is just his desire to do better with a little bit of needing recognition thrown in. I will find him on his next shift to tell him he is appreciated.

  • Lieutenant John Champagne

    After completing this section, I now understand why some of the individuals I supervised had to be continually told they were doing a good job for doing their job. One particular individual would mope around until he got that little praise, then he seemed to light up. It was a bit frustrating on my part because praise was not something I handed out like candy. I now understand the reason he needed it. Moving forward, I will be able to understand the Millennials at work and the Gen Z (at home), who will be in the workplace before I retire.

    • Yea John i agree some individuals i supervised had to be continually told they were doing a good job, cause they complain if you didn't. The things they were doing at the time to impress administration and it tick me off, cause it was ass kissing they were doing.

  • Burke

    Having a better understanding of each others life experiences helps us in creating common ground to work together. While each generation has its own strengths and weaknesses, working together for the betterment of our agency is the goal.

  • Donnie

    Having listened to the modules on the different generations I pretty much discovered why I feel like I’m more dedicated to my job than that of younger generations. I do believe in the family unit and being dedicated to it as well but sometimes sacrifice of that is required. The hardest part for me is keeping up with the technology. It seems like every time I get comfortable with something it updates or changes to something more advanced. The millennial generation adapts to this much easier. I still find that leading them is a challenge…for me. I have learned in these modules that this group needs constant feedback. To me it appears to be needy and coddling. Maybe it’s something I must adapt to. That’s the hard part. I retired from the military because its values were beginning to not line up with mine. I don’t typically sacrifice my values. This may give the impression that I don’t treat everyone the same. This is not true. I absolutely do. If anything, this module has taught me that younger generations are not as lazy as I perceived them to be. They just have a different ‘way’, as we all do.

    • Major Stacy Fortenberry

      Donnie, I'm not convinced its a Boomer vs x vs y thing. My personal dedication to the job increased with age and responsibility. When I was hired the administration was from the greatest gen and they said much the same about my group is now saying about the Y's.

    • Donnie,
      I totally agree with your points here. I too believe in a strong family unit/relationship but recognize that sacrifices must be made. I am considered in the Gen X, so it was weird for me to her that Gen X is not overly loyal to their jobs, but more loyal their families. I also used to believe that the younger generations like millennials and gen z were just lazy and didn't want to work. It wasn't until I learned what motivated them, that I was able to actually supervise them.

    • I agree about being more dedicated to the job than younger generations. In my experience the younger generations want to just put in their 8 hours of work and go home. We all know that law enforcement is not just a 9 to 5 job. Getting younger generations to work overtime on a case is like pulling teeth.

      • I do believe that our younger generations do find it harder for them to get motivated about the job. Some do just believe that it's just a job and that it's nothing more than that. It really takes motivation to get your younger generation on the move, I totally agree with you.

  • Lance Landry

    I work for an agency that I would personally consider young. All positions within the administration are held by those of Generation X, including my Sheriff, who I will confess is several years younger than myself. Most of the workforce is comprised of Millennial/Generation Y workers. We all worked for and were trained by leaders from the Baby Boomer generation. I am quite sure they were not comfortable with “the future” that our Generation would bring when we began our fledgling careers. Just as we as Generation X wonder how we can possibly leave our legacy in the hands of these Millennials/Generation Y. What must the future hold? The truth of the matter is each has gained life experience in different ways. Our generational diversity in the workplace only makes us stronger, and should never make us fear what the future holds. Each generation has strengths and weakness than can complement the others. I gained some new tools for the tool bag in Zemke’s outline on how to retain Gen Y officers.

    • Lieutenant John Champagne

      I agree that the Baby Boomers must have thought they were doomed, passing the torch to Gen X. Each generation has its faults but do not underestimate their ability to get the job done. It may not be the way we would do it, as long as the results are the same.

    • Well expressed. the ability to combine the strengths of all employees is important. I believe we worry about the next generation because they don't do things like we feel they should be done. However, they are raised with a a different tool set that we were. They are taught and comfortable with technology we are struggling to learn to use. Respecting the differences and realizing there is more than one way to accomplish a goal is important. And a smile and "good job" can go a long way today.

      • McKinney

        I agree with your discussion point that we are different because of generational exposures. Having more than one thought on achieving a goal is always an opportunity I welcome. Allowing buy in with your team members and showing appreciation will pay dividends for the future.

  • McKinney

    They are very few Baby Boomers left within my organization. With that, Generation X and Y represent most of our organizational members. I do remember when I was the young guy on the block, and I had to adjust to the senior members. They had a lot of work in mentoring us, but we inherited some of their cultural values. Now the time has reached us, and we are mentoring the younger generation where they are also reverse mentoring us. I am fortunate within my career that I've been provided an opportunity to work with a variety of individuals from different periods. At the close of the day, if that is such a thing, we are all working together for the same purpose regardless of the generational differences.

    • Donnie

      The module has taught me to open my mind a little more to the needs of the younger generation. That whether I like it or not, I’m passing the work load off to them. And eventually, they will change the way things are done and I will be moving out of the work place. While our values do not seem to line up, they do overlap. And I agree with you, at the end of the day we all have a common goal.

    • Burke

      I agree. I find myself in the middle between "millennials" and "baby boomers". It has been a challenge finding a common ground with the younger officers but I remind myself that once I was that younger officer. This keeps me focused and wanting to help and learn from them.

  • Rocco Dominic, III

    This module described the differences between the generations. As the Watch Commander in the Correctional Center we have mostly baby boomers and millennial's. The difference in their work ethic is very noticeable. The baby boomers are more let’s get the job done, while the millennial's are more dependent on technology and how it helps them get the job completed. As leaders we need to be able to balance the differences to effectively complete the job assignment.

  • Roanne Sampson

    In this module I learned about different generations and their contributions to the work place. Two generations stuck out for me and that's baby boomers and millennials. Baby boomers are traditional, workaholics who respect authority. They value their health and wellness. I find millennials have self-esteem issues because they constantly need to expose themselves to the world through social media. I believe many are living a superficial lifestyle and are very narcissistic. Leaders will have to learn how to adjust their leadership skills to fit the millennials.

    • Rocco Dominic, III

      This is so true. Baby boomers are more lets get the job done, while millennial's are more lets do it this way.

  • Christian Johnson

    As a Watch Commander in a Correctional Center, I deal with each generation almost daily. Many of our new officers are 19-21 and this is their first job. They see things wildly different than I do, of course. It will always be a work in progress managing them, while managing older personnel as well. However, this module gives us much needed insight in to how a balance and cohesion can be attained.

    I will literally use what I've taken from this module daily.

  • Amanda Pertuis

    When I first started, we had mostly Boomers in leadership roles and I was able to learn a lot of my work ethic from them. Now we have Gen X and Millennials as a majority of our leaders. This module gave me a refresher and new information for how to communicate with them. One thing I learned is how they’re closer to their parents. I can definitely see that from my interactions with some of them.

  • David Ehrmann

    The issue of generation differences is something that we as creditable leaders will face throughout our careers. Just listening to this module I remember the differences I had as a young officer with my supervisors who were veterans. After being promoted through the ranks, I then began to reflect on the employees I had and the differences we faced mainly due to generational differences. As leaders, in order to create the best work environment possible while maintaining the mission of the agency, we need to understand the needs and wants of the newer generations and mold our leadership style in a manner that will enhance a relationship between leader and follower.

  • Laurie Mecum

    I think most people agree that today’s generation of younger people in the workforce just don’t have the work ethic and drive of those in the past. We are hiring people right out of high school and for most it’s their first job. Like discussed in the modules, maybe a different training style for the millennial's would help. I don’t think all of them fit the stereotype of the generation description. There are some that come to work and want to be there and learn.

    • Christian Johnson

      I agree, Laurie. We have had several millennials that do not fit the stereotype, but we sure have had plenty that do. Unless you communicate with them differently they don't listen. The need to train them differently obviously would be as well.

      I think this module gives us a lot to consider going forward.

  • Clint Patterson

    The history of generations is so apparent in law enforcement. As a Generation X, I hired on the police department and had the honor to work with many Baby Boomer generational leaders. The leading style was very straight forward, kind of like drinking coffee black. The leaders wanted the job done and expected you to work hard, while handwriting reports without errors. But as my generation became leaders in our agency, the leadership was slightly reformed. Generation X leaders were introduced to computers with typed reports where corrections were easily fixable. Furthermore, the new Millennial generation leaders are so much more technologically advanced, work less hard than other generations, and are fancier then Starbucks coffee’s.

    • Lance Landry

      Clint, you literally made me laugh out loud. I believe there is an acronym or some crazy cartoon face they use to short hand that, but I will have to check with one of my millennial subordinates to confirm. I think your comment was spot on. There are a lot of similarities in how you and I entered and worked our way through the ranks of law enforcement. You brought me back to those hand written report days and the challenges I personally faced learning what a computer could accomplish, then actually doing it. It is refreshing to know I have an entire workforce that can remind me where the on/off button is on my computer. Technology is king these days so I believe the future is in good hands.

    • Yes Clint, I as well was fortunate enough to have the 4 to 5 page reports handwritten. A couple of mistakes might be fixed with white-out, but more often than not, it was torn up and thrown away to start over. I believe the millennial generation is struggling because they have not had the opportunity to do it the way we did it. A lot of the expectation is I want it and I want to be given it now.

  • Christopher Savoie

    My department has experienced the problems with generational issues. What I took away from this module , was the that you had to be flexible in your approach with each generational employee. You can not use a blanketed management style, because of the generational differences between the Baby Boomer and the younger generations. I feel the information learned in this module will help me in being a better leader in my department.

    • Amanda Pertuis

      Very well said! It can be difficult to communicate with each, but practice makes perfect.

  • Royce Starring

    I agree with the lesson about respect for authority. Generation X and Millennial 's are different from bombers in the aspect they do not respect authority. When I first started in law enforcement we were dealing mostly boomers criminal acts were as violent and they had respect for parents as well as law enforcement. The Generation X and Millennial's lack respect for authority and during this generation the crimes being commit are more violent.

  • Samuel Lucia

    The subject is interesting and a hard nut to crack for leaders. I'll never forget what an older, wiser, very accomplished mentor said to me maybe 15 years ago in regard to millennials, "Don't expect them to conform to you. You must conform to them."

  • Judith Estorge

    This was an interesting and worthwhile section. Learning how to supervise and lead the younger, every changing, generation is too important. I especially liked the time line at the beginning of the video series which described every generation and their titles. In the "lost generation" and "silent generation", my parents era, we moved into a new type of individual with each new generation feeling more entitled and not knowing anything about struggle.

  • Ray Bonillas

    The breakdown between the various generations was very informative. I was born in 1966, which would make me a Generation-X, but I fall in line more with the Baby-Boomers. It must be because of my upbringing. As a commander, I find it very difficult to appease the needs of my sergeants as they range between Generation X and Y. Generation – X prefers a credible leader while a Generation – Y prefers a leader who listens. In my opinion to break through the various generations requires a lot of listening and effective communication to achieve the organizations mission.

    • Clint Patterson

      Ray, at times I feel the same way as you. I, too, am a Generation X but was raised with predominately Baby Boomer upbringing. This has also caused me to feel more comfortable with “old school” leadership styles rather than “new school” Generation Y or Z.

    • David Ehrmann

      A lot of listening is required. We must recognize the differences between the generations and use our leadership techniques to define what works for one generation as opposed to another. Like you stated, one wants a creditable leader, and the other wants someone who listens. Being a creditable leader is being a leader who listens. Finding the balance is the challenge.

  • Brian Lewis

    I remember starting my career in the early 90's and be despised by the Boomer generation. And now my generation despises the Millennial generation. All my supervisors are Gen X, and we've been racking our brains trying to figure out how to manage the Millennial generation. But what this module brought into light for me is that we haven't been taking into account how the Gen X sergeants are wired to supervise. My generation is comfortable doing it "on their own." And we supervise the younger generation expecting them to do it "on their own." I feel generational training on the differences in the workplace must be mandatory training for up and coming leaders in my organization.

    • Samuel Lucia

      I too find myself saying, "darn kids" sometimes, and you're right about trying to figure out how to manage them, its tough. Do think they're smarter and better at what they do that we were? Many are, but you have to let them show you.

  • Chasity Arwood

    I found this lecture very interesting. The generational gap that exists between supervisors and lower ranking officers sometimes causes issues when to comes to supervision. There is a definite need for supervisors to adapt to the needs to subordinates. Most of the patrol officers at my agency are Millennials, who require more feedback and need to be supervised differently. They also tend to have less life experience to draw from when dealing with others.

    • Ray Bonillas

      Chasity,

      I enjoyed your post and agreed Millennials have less life experience to draw from. In our agency, we are doing backgrounds on individuals that are stilling living at home with their parents. They have spent most of their time getting an education and at times two degrees and no work experience, but up to their eyeballs in student debt. However, what I find interesting is who is going to have it right in the end. Many (Baby-Boomers) live for retirement, while Millennials live for the now. Who really lived the best work life balance? Only time will tell.

      • Jarvis Mayfield

        Ray you are correct. Millennial's do live for the here and now. But I find that they also are looking for trustworthy leadership. If they can trust you they tend to value things to teach them. Millennial's will not work for retirement but will plan for the next party or drinking session.

  • Lance Leblanc

    Since my time with my agency, it's funny to look at how the generations have changed. When I started my employment baby boomers were the larger part of the workforce. Now they are almost all gone. The generation X is now the supervision and the Millennials are mostly all the lower ranks.

    • Christopher Savoie

      Lance,
      I agree. I have seen a increased retirement of the Baby Boomer Generation in my department. What I have also noticed is that they are more and more disgruntle prior to retiring. In the past I have attributed this to them being older and their reluctance to change, but what I have also come to understand and believe is that as more Generation X employees become leaders, the Generation X leaders are failing to understand the generational differences. This is causing the Generation X leaders to manage all the employees the same. Since the majority of the workforce is now Generation X and Millennial's we tend to be more hands on with the employees, which most Baby Boomer's take offense too, causing them to feel like they have no other option then to retire.

  • Colby Stewart

    This lecture about how the different generations think and want to be treated, After looking back into the way i deal with different people and their attitudes in the past. As a good leader we need to be able to know who we are speaking to and how we can communicate effectively with different generations and people in general this lesson has taught me a great deal on dealing with other generations.

  • Magda Fernandez

    I agree with you Jarod, the majority of our patrol officers are Millennials. Their maturity in how they carry themselves, deal with people and communicate varies across the board . I also agree it all falls back on ho they were raised and what life experiences they bring with them. It seems more and more that many of the applicants we are seeing have very limited life experience and have a hard time relating to issues they encounter and/or they lack the ability to manage critical incidents.

  • Magda Fernandez

    This was quite an interesting lecture and module. At my agency the majority of our patrol officers are Millennials and the majority of the supervisors and command staff are Gen X-ers. It has been a learning experience for both generations working together to bridge the gap and face challenges together. Many of the challenges that most people find with Millennials can be seen as opportunities. At my agency we have many eager, willing and ready young officers wanting to know how they can get involved. They are innovative and think outside of the box and deliver creative solutions to problems we are faced with. We will always be faced with generational challenges i believe the difference will be how we respond to them. Millennials will perhaps deal with similar challenges with Generation Z enters the workforce.

  • Henry Dominguez

    This was quite an interesting and very informative lecture. After reading all of your posts, it sounds like we are all in the same position. In law enforcement, we have had to adapt the way we police, the different laws that come into or out of effect, and the addition of different technologies that come up. This is also true for the generations. Baby boomers are no more in our organization and the days of hiring either someone with a college degree or a military background are over. I have heard, while doing backgrounds, applicants say the only reason they applied was because nothing else was available to apply for or they just thought it was cool. The days of having loyalty toward an agency or even the law enforcement profession are limited. However, having good, effective communication and listen skills toward the newer generations, I think can keep the profession noble and respected.

    • Justin Payer

      Henry, I agree that it seems that loyalty to the agency is limited in the younger generation, but I have seen that they are loyal to a good supervisor. From what I have seen, the younger generation is quick to leave the whole agency when they work for a division without a strong leader, but the ones that work in a division with a strong leader are loyal to them and stay on the job. I think its just another example of why having good leaders in place is so important.

  • David Cupit

    This lecture has a lot of valuable lessons. I have seen a lot the characteristics of the different generations demonstrated in my interactions with different employees. I found that the ones listed in this lecture are right on the mark.

    • Chasity Arwood

      I agree with you, there are many valuable lessons in this lecture. Dealing with different types of employees is difficult at times.

    • Royce Starring

      I agree. This generation question authority and in my day when you were told to do something if it was lawful you just did it.

  • Jarod Primicerio

    There has been numerous training courses within my Department addressing the generational differences. After reviewing the course materials, I agree that while there are differences, there are many similarities across the generations. I think one of the takeaways is disregard the biases and give the benefit of the doubt. I have loved some of my new hires as they bring a new and needed element to this profession. Once you figure out how their clock ticks, they are solid. So much has to do with age, as stated in this module. Not necessarily the generation, but maturity and life experience.

    • David Cupit

      I agree with you Jarod, I have dealt with a boomer that acted like a millennial. We are all motivated differently and once i figured out what motivated him, everything was improved quickly.

    • Lance Leblanc

      Jarod, I couldn't agree more. I find most of the issues have to do with maturity more than generational differences. In law enforcement, no matter what generation you are from we all try to reach a common goal.

  • Drauzin Kinler

    The topic of generations has allowed me to review how each generation thinks. One of the many reasons why I enrolled in this leadership program was to help me understand the millennial generation. My current view of this generation is that if technology was lost, millennials could not function as the other generations have in the past. At some point, we will need to depend on the millennials generation to pick up where we leave off. Every day I challenge myself to instill good work ethics into this generation. This is the generation that must have constant attention and instructions for every task they are assigned. This generation was provided technology but not common sense. They may be more educated and technically savvy but if you put them into a situation where they cannot use google the outcome will usually result in failure. Millennials are good people outside of the work environment and do have many good traits. It is unfortunate that the things they should be focus on such as politics are not important to them. I hope that by the time we need this generation to step up and take the lead they will be able to endure the challenges they will face.

  • Joey Prevost

    Looking back on when i was a young policeman just coming on, I see the difference in my bosses back then and the ones coming on now. Back then, accolades were not as prevalent as they didn't believe in praising for the job you were supposed to be doing anyway. Yet even then, I remember wishing i had more feedback. Not that it is the same, but I have fallen into this myself with my own children at home and not realizing it. They want recognition for doing something and there I am thinking it was something they were supposed to be doing anyway. The younger generations operate better with more feedback, whereas older generations may see it as micro-management.

    • Judith Estorge

      The "trophy generation" has not helped our young people today and believe this practice has only disillusioned them. Joey, I agree more feedback in my childhood would have been appreciated and maybe helped build my self-confidence. It is a fine line between disciplining our kids and coddling them.

    • Jarvis Mayfield

      I agree Joey in the early years of my career it was very hard or not at all to get an accolade for doing your good. But with the differences in the generation the "Gen X " worker require you to give accolades to them or they will feel like they not doing their jobs. Older generations did their jobs because it was their job.

  • Mike Brown

    Generations
    On the topic of generations I have seen first hand, the differences between my time as an officer and the time now with the new officers. My law enforcement generation followed orders and understood what needed to happen for the mission to be complete. Now the process is much slower because we have to explain every aspect of what needs to be done, then wait around to answer questions before the mission is complete. Things move much slower now and the face to face interaction is all but gone.

    • Joey Prevost

      I could see how it could be easy to lose patience coming up under an older style of leadership, where orders were obeyed without question and today. Younger generations will question everything and want to know the how and the why. If we take to time to explain it will give us credibility and make us more effective as leaders.

    • Drauzin Kinler

      Mike, I agree. I remember when I became a police officer, there was no such thing as an FTO program. After the academy, I rode a weekend shift with another officer. When I returned back to work, I was given a set of keys for my patrol unit. I had to figure things out on my own, and I can't image that happening today. As you mentioned, everything moves at a slower pace, so one would think that with all the time invested, the final product would be so much better. Thirty-one years later, it is still the same. There are a handful of quality, proactive police officers that have the ability to handle their own. However, the others are there for the money, not because they had a passion to be a police officer. This is why learning these leadership skills are so important. We have to figure out what makes the millennials tick, because it won't be long before they are handed the ropes for good. While attending a leadership training session years ago, the instructor predicted a time would come where more police officers are leaving this line of work and agencies are unable to replace them with qualified candidates. I am afraid that this time has arrived.

  • Dan Wolff

    As a leader on a patrol shift a majority of our deputies are comprised of Millennials with the exception of a few Generation X. With this dynamic spectrum of personalities, you must change your leadership style accordingly. Treating everyone fair but using different techniques when talking with each individual. When assigning a task, knowing the type of person who takes it depends on what needs to be discussed and how. This will always be in every workplace and adjusting they way you handle these individuals can be crucial.

    • Brian Lewis

      I totally agree with your comments Dan. It's funny, my generation, Gen X, is supposed to like change. How come it's so hard to get my Gen X supervisors to change their style of leadership when it comes to the Millennial generation?

      • Lt. Richard Paul Oubre

        agree with you Dan and Brian. I am a Gex x myself . The leaders of the past really struggled with them changing their leadership styles. the current leaders will have to do a better job of embracing change to deal with the new generations of policeman.I

  • Jason Porter

    The module discussing generations hits on numerous points that we have in our agency. We have old hands that are a year or two from thirty years and we have green hands that are two weeks on the job right out of college. The way we have to lead them differs tremendously. The old hands are a tell me what to do and I will get it done type, where the young folks need to know the why am I having to do this. This poses a challenge in leadership to be able to change leadership practices for the type of employee you are dealing with.

    • This is the current trend that we face in law enforcement today. We need to attract the current Y and future Z generations that embrace technology. Modern policing must also embrace the trend towards technology. The ability to mend old school vs new school thinking will create a strong agency. The traits of all generations mended together can create positive influence up and down the ranks. An agency that remains idle will surely become stagnant and will not retain good personnel and future leaders.

  • Frank Acuna

    This module regarding the different generations in the workplace are evident every time I go to work. We do not have any employees at our agency that are Boomers, but the majority of our command falls in the Gen X range. Our patrol staff is made up almost entirely of Millenials and having to manage them being a Gen X'er myself has been fun. I understand the differences in generational needs, their investment and value of the career and their expectations. I have sought to learn the differences and the biggest has been their work ethic. I believe Gen X'ers in Law Enforcement have more loyalty toward their career, whereas Millenials tend to see Law Enforcement as a "Job" and not a career. This tends to go against how the lesson categorized Gen X'ers loyalty. I saw the attitude of Millenials toward Law Enforcement in my previous assignment as a Recruiter/ Background Investigator. It seemed as though those applicants who felt this profession was a calling, were minuscule compared to those who seemingly appeared to wake up one day and think "maybe i'll try to be a cop." It is definitely a different way of thinking and one that is challenging for Gen X'ers to accept, but it is a reality in the workplace and one that we must embrace and learn to work with for the future success of our agencies.

    Frank

    • Dan Wolff

      Frank,

      What you said about the Millennials see law enforcement as a job is exactly what we see as well. When it came to time to hire for patrol from our jails we couldn’t get any response or applications. Their biggest concern is we were not on 12 hour shifts like they were and they felt that they would be working more is on patrol working 8’s. It just seemed that nobody wanted to be the police anymore and were more concerned about the amount of time they would have to spend at work and their days off.

    • Laurie Mecum

      Frank, I agree with you. As HR in my organization, it is very hard to find quality candidates that "have the calling" anymore. Most times now, its because they need a job. There are a few still out there, so I don't want to say all of them.

    • That is a great point, Millennial do see Law Enforcement as only a job and a way to make money and not as a career. It's getting harder and harder to hire good applicants. I am also seeing this at our office, where no one wants to apply for certain Detective Divisions because they feel, they work too much.

  • Nancy Franklin

    The lecture was very informative and provided a lot of insight about not only the generational differences and similarities, but also the importance of organizations understanding and adapting to this reality. I see daily examples of the varieties in the types of employees that make up my organization based on generation gaps. I personally see these differences as OPPORTUNITIES to grow and to learn from each other. It is important not just for leaders to recognize the need to adapt their leadership styles to the individuals they supervise, but also for all personnel to remain open-minded and not feel that they or their peers must change. We have to accept that we all bring something unique to our organization and it is that uniqueness that inspires innovation, continues to drive change, and allows us to build bridges in our communities...because the community is also comprised of a variety of generations - each having their own needs and expectations.

  • Brian Johnson

    As a Baby Boomer myself, I found this module to be very interesting after reflecting on my past 31 years in law enforcement. I've been very blessed during my career to work now for three different departments, which has given me the opportunity to experience and realize how the generational impact on the workforce has been consistent within all three departments. Clearly, my generation has been very authoritative with a strict chain of command norms. I have realized for probably the last 5-10 years that our younger workforce (Millennials) do not work well with this structured environment. Historically, officers leaving the profession for a variety of reasons was always seen as a "big deal," but that has not been the case for the last decade. At least in my experience. As leaders, must adapt to our new workforce and understand that communication and explaining the 'why" is important. Our employees need feedback, thrive on teamwork, and like to explore other ideas on how to get the job done. They truly are the "think outside the box" generation. If we don't change, we will continue to see recruitment and retention as major issues affecting law enforcement while our economy continues to thrive.

    • Chris Corbin

      Brian, I am not a Millennial, but my learning style is such that I always had a far easier time learning when the instructor includes the "why". When someone tries to teach me a new skill simply by demanding that I demonstrate the completion of a series of steps, I really struggle at times. But when the why is included, it is so much easier for me, and I can then help others should the need arise. In recognizing this, I now see that providing the "why" not only helps to satisfy the needs/wants of the Millennial generation, but may also help with others that learn in the manner that I do.

      • I completely agree. I'm a Generation X and feel the same way. I've had teachers and leaders use both tactics and it's always easier to learn when you fully understand what your doing and what the outcome should be.

    • Nancy Franklin

      Brian, I also used the learning in this module to reflect on my own personal experiences and expectations that have evolved over my 26 year career in law enforcement. I personally enjoy the diversity that these generation gaps provide in my organization because I think it keeps us relevant, reaching to achieve more and be better, and allows us to connect to our community in a variety of ways. I agree that as leaders we MUST adapt to the diversity of our workforce and cater our leadership styles to meet the needs of our employees.

      • Kyle Phillips

        Nancy, I like your take on being kept relevant by the diversity within the generational gaps. We looked towards the generation before us, to learn from their experience. It was refreshing to hear in this module that the Millennial's prefer leadership training, as this provides insight into how each of us can provide that type of positive presence for the current generation coming up through the ranks.

  • Kyle Turner

    Within my own organization, I have viewed many generational differences throughout the years that were highlighted in this module, some more obvious than others. The main one being the older generation has a "do as I tell you" approach without explanation where as the younger generation desires more explanation - although I have viewed this as seeking more insight into the thinking that goes with the directive. Also, the youngest generation likes to feel appreciated and values positive feedback, often times for tasks that appear small but they feel have been impactful. Their level of job satisfaction in some cases appears to be related to the positive feedback they receive.

    • Brian Johnson

      Kyle, you are right on point! We need to embrace the needs of our younger workforce and realize just because they don't respond to "do as I tell you" they are still valued members of our department and they are our most valuable asset- our people. They are the future of our profession and they will carry on the legacy as the noblest profession, period.

    • Frank Acuna

      Kyle, I agree the newer generation cannot be managed by the "do as I tell you" approach and they must be given explanations for tasks. This is a foreign idea for a para-military organization. Giving simple explanations to obtain "buy-in" is critical with Millenials and giving them public praise is something they also expect.

      Frank

      • Jason Porter

        That is the exact thing I have to keep telling my self. With a rank structure in tact, most would follow blindly into the fire if their superior told them to. The new generation definitely needs to know why they are doing something.

    • Brad Strouf

      Spot on. Also, the technological skills the younger generation brings to the workforce can be so valuable. IT aside, half of our Gen Y officers are able to troubleshoot and remedy IT issues themselves. The need to positively reinforce this generation is a small price to pay for the resources they bring to the table.

  • Chris Corbin

    The topic of generational differences in the workplace has been on-going for quite some time now. While I have always appreciated that customizing your leadership and management styles to accommodate these differences is useful and productive, I especially liked that this module taught that there are still standard approaches to leadership and management that are effective across all generations. These include but are not limited to 1) ensuring that you commit to practicing effective communication with the understanding that the goal should be to over-communicate; 2) making it a practice to listen and learn before leading; 3) ensuring that rules are applied equally and fairly to all; 4) respecting competence and initiative; 5) giving people the benefit of the doubt; and 6) providing ample opportunities for providing input and for receiving training.

    • Jarod Primicerio

      Chris, I completely agree. While there are numerous ways we can collaboratively progress, there are definitive requirements all must abide to. Communication is key to success, regardless of your generation. Additionally, fairness is a must for all; especially in law enforcement. Good comment.

    • Colby Stewart

      I agree with you Chris ensuring that you commit to practicing effective communication with the understanding the goal should be to over communicate. Good communication is they key to a successful work.

    • Samantha Reps

      I agree completely, communication and how we deliver the message is key. Good communication to get to the end goal is imperative.

      • Being a good communicator is extremely important, and knowing your audience is as important. With the difference in generations has to be taken into consideration when trying to get your message across, and how it is received.

        • Paul Brignac III

          Troy, I agree that being a good communicator is important. While listening to this lecture, I realized that I had not given much thought to the need to communicate differently with different generations. According to this module, different generations respond differently to different things. Due to the diversity of generations in our department, I will consider different avenues of communication for different generations.

          • Miranda Rogers

            I Agree, until this module I didn't put much thought or effort into different communication or leadership styles to the generational differences. It makes me believe I can create a better work environment for each team member.

        • Denise Boudreaux

          Troy, I couldn't agree more. Being a good communicator is extremely important and knowing your audience is important. Taking into consideration the different generations when communicating is highly important also. Each person you supervise is an individual and understands differently and needs to be addressed individually on certain topics.

    • Travis Linskens

      Agreed! I feel the six approaches you've listed are a static regardless of the generation. Equally as important are the adapted techniques for each generation to tap into their strengths for the department's better good. As leaders, it can be challenging to remember, but each generation outside of our own have solid qualities and bring something unique to the workplace.