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A blueprint for managing people, not generations
Unfairly Labeled challenges the very concept of "generational differences" as an unfair generalization, and offers a roadmap to intergenerational understanding. While acknowledging that generational stereotypes exist, author Jessica Kriegel argues that they are wrong—and that it's unreasonable to assume that the millions of people born in the same 20-year time span are motivated by the same things, attracted to the same things, and should be dealt with in the same way. Kriegel's experience as Organizational Developer at Oracle puts her squarely in the talent strategy realm, where she works to optimize leadership development, team effectiveness, and organizational design. Drawing upon her experiences with workers of all ages and types, she shows how behaviors know no generational boundaries and how to work with people based on their talents, strengths, and weaknesses rather than simply slapping on a generational label and fitting them into an arbitrary slot.
There are 80 million Millenials in America, yet there are myriad books on "managing Millenials" and "working with Millenials" and "the problem with Millenials." This book shows that whether you're working with Millenials, Generation X, or Baby Boomers, age is not the issue—it's the interpersonal dynamics that matter most.
- Examine the concept of "generational issues"
- Explore the disparate reality of each 20-year generational span
- Learn to understand and work effectively with other generations
- Facilitate intergenerational understanding sessions
The human mind craves categorization, so the tendency to lump people together is natural. It may, however, be holding your organization back. The members of each generation have only one thing in common—their age—and even that varies by two whole decades. Why assume that they should all be managed the same way? Unfairly Labeled shows you a better way, and provides a roadmap to a more effective organizational strategy.
- Sales Rank: #799766 in Books
- Published on: 2016-02-29
- Original language: English
- Number of items: 1
- Dimensions: 9.40" h x .90" w x 6.30" l, .0 pounds
- Binding: Hardcover
- 256 pages
From the Inside Flap
The human mind craves categorization, which makes finding patterns and lumping people together natural. However, such stereotyping may be holding your organization back. The members of each generation—millennials, generation X, and baby boomers—actually have many things in common and are much more than their associated generational label. What is behind the widespread belief that millions of people who share a certain age bracket act, respond, and should be managed the same way? Unfairly Labeled reveals the misleading research and guidance behind the newest generational managing trends and provides a better way to effectively manage people—not stereotypes.
More than any other generation, the 80 million millennials in America have become the focus of countless books, blogs, and speaking engagements tackling how to manage, recruit, and connect with this latest group of people joining the workforce. Most of this information is not only incorrect and misguided but can also cost you talented employees, according to author Jessica Kriegel (a millennial herself), who optimizes leadership development, team effectiveness, and organizational design at Oracle. In her eye-opening examination of managing three generations of employees, she illustrates how interpersonal dynamics contribute the most to business success. Drawing on experience working with employees of all ages in diverse industries, she provides managers with a full toolkit for working with people based on their talents, strengths, and weaknesses. Delivered in a conversational narrative packed with real-world examples and up-to-date research, Jessica examines how the most common stereotypes came into being along with research-based explanations showing why they are untrue. She also shares her personal toolkit, conveniently organized in its own section of the book, which you can use immediately to:
- Effectually motivate employees without resorting to one-size-fits-all definitions
- Work with a tangible framework for inspiring performance management, including planning, reviewing, and developing employee performance
- Avoid the pitfalls of recruiting, including targeting specific generations, and best practices for creating top-performing collaborative teams
- Gain clear, enlightening and actionable insight into the myth of digital-native versus digital-immigrant workers
Unfairly Labeled is your authoritative road map to finding ways to attract and retain employees of every age because, fortunately, talent doesn't fit in a stereotypical mold.
From the Back Cover
Praise for UNFAIRLY LABELED
"Generational thinking is fatally flawed and has fed the leadership development and coaching industry for far too long. In this fascinating book, Jessica Kriegel dispels the myths and mindless catchall stereotyping of people in the workplace. It's a must read for anyone tired of playing the generational differences game and serious about developing leaders and creating a culture of collaboration."
—Dr. Salvatore Falletta, Program Director, Human Resource Development, Drexel University
"Well written—an interesting read that I would recommend to any manager."
—Jenny Dearborn, Chief Learning Officer at SAP
A Blueprint For Managing People— Not Generations
Unfairly Labeled tackles the topic of intergenerational dynamics head on by rejecting the concept of viewing employees through a generational lens.
What many management consulting firms advise as sound wisdom is actually unfair generalization, and this groundbreaking guide to an enlightened level of management strips away the preconceptions associated with millennials, as well as generation Xers and baby boomers, through illustrative case studies, the latest authoritative research, and firsthand experience of the author co-creating a training program that produced a return on investment of 795 percent by ignoring generational stereotypes. There is an abundance of published generational research that misleads many business leaders into believing stereotypes are true, and the thorough examination inside names the most believed ones and dispels every generalization with quantifiable evidence along with insights into our own behavior that makes categorizing people, or anything, comfortable. In fact, generational stereotyping is happening all over the world, and this widely relevant resource illustrates how other country's labels and definitions further complicate the issue in a global marketplace.
Blow away the stereotypes clouding your judgement with Unfairly Labeled.
About the Author
JESSICA KRIEGEL is an organization and talent development consultant at Oracle. Her expertise is in strategic planning, talent management, leadership development, and intergenerational understanding. She consults on the topic of intergenerational understanding and talent management. She lives in Sacramento, CA.
Most helpful customer reviews
5 of 5 people found the following review helpful.
Author Fights For Misunderstood Millennials
By Dr. Cathy Goodwin
This book should be called, "How Millennials are Misunderstood And What Managers Can Do About It."
Jessica Kriegel has studied generational differences since her PhD thesis. A millennial herself, she's faced the frustration of being considered too young to be taken seriously. While that may be a challenge, it's nothing compared to the challenge of older works who also aren't taken seriously - and who are blocked from access to jobs and careers altogether.
In fact, Kriegel even laments (p 40) that "rampant negative stereotyping" of millennials is not covered legally by ADEA (Age Discrimination in Employment Act). This is appalling. Krieger acknowledges herself (p 17) that a study found that "organizations were 40 percent more likely to ask a young person back for a second interview than job applicants over the age of 50." While millennials may be stereotyped, there's little evidence that they're actually denied jobs more than non-millennials. There's more concern about managing them and organizations go to great lengths to work with them on their terms.
Krieger does have some valuable points early in the book. She points out that individuals can defy stereotypes; in one example, a baby boomer acknowledges he has a Facebook account, while she - a millennial working for a tech company - does not. She also identifies what she calls MSUs -Making Stuff Up - where people misunderstand the motives of coworkers, and she has good examples (pp. 8-9).
But the biggest problem with the book is that Krieger hasn't differentiated aging effects, cohort effects and environment effects on behavior. Labels like "millennial" and "baby boomer" identify a cohort. A "cohort" effect will be experienced by people who were born at the same time and came of age together.
People who grow up within a cohort do have certain things in common. For instance, baby boomers were always crowded; by definition, the "baby boom" at the end of Word War II created a large number of children who filled schools at the same time. People in a cohort might share common memories; many boomers remember dial telephones, while Gen Xers and millennials don't remember a time when males could be drafted.
An "aging" effect will be experienced by everyone of a particular age group, regardless of time period. An example might be gray hair. But slowing down as we age may be more of a cohort effect than most people realize; working out has become common among Boomers and Gen-Xers, so they won't look like their grandparents and great-grandparents as they age. Women who benefited from Title IX will have a completely different approach to aging, compared to those who were 30 or 40 when the bill was passed.
Finally, period effects refer to environmental influences that affect everyone, of every age and cohort, in a particular time. These effects will be more important to specific behaviors; for instance, for example, people of several generations have been affected by JFK's assassination, 9/11. and the passing of no-smoking laws in bars.
The truth is, many stereotypes of a cohort are attributed to age, and many cohort effects are attributed to period effects. Millennials have been influenced by the way they were taught in school and the styles of parenting that became popular in their childhood. Separating these influences helps defuse some but not all prejudice.
Krieger provides a couple of case studies showing that management of large companies will spend considerable time and money to integrate millennials into the workforce. What she never asks - and what seems to be a more critical question - is why this attention only occurs for millennials. When a few managers complained that boomer hires weren't doing well, a task force was set up to identify the problem and resources were allocated to fix it. If managers complained about boomer hires, I suspect they'd simply decide not to hire more boomers and find reasons to fire those already on board. I've known quite a few over-50 people who were told to upgrade their computer skills, yet given no access to classes; in Krieger's example, the company readily considers investing in training to raise the "Emotional Quotient" of millennials.
That's the real story and the real unfairness in today's workplace.
1 of 1 people found the following review helpful.
Stating the Obvious
By Antigone Walsh
Talk about stating the obvious. People may share common generational experienced and still be individuals. I was anticipating a book that addressed the serious and troubling issues of age discrimination and instead got the usual millennial whine. The author seems to miss the point that while corporation woo millennials they can boomers who are more experienced and more expensive. Stereotypes are difficult to overcome and discrimination based on age (or youth) are hard to prove for the purposes of securing legal redress. The toolkit for addressing this form of discrimination and the road map for changing organizations offered little. Although not badly written, I can't say I got anything out of this book. Pass.
0 of 0 people found the following review helpful.
Interesting idea, but did not need a book to cover this topic.
By ZenWoman
We seek to simplify the world around us and one way of doing it is to categorize people. This grouping is often driven by our biases, but we don't realize it. Since the millennials are the new generation that is most attractive to marketers countless books have been written about how they think and what motivates them. Kriegel argues that labels are meaningless and often unfair and tend to obfuscate the real qualities of a generation.
Millennials span from 1980 to 2000, and lumping a 16 year old with a 36 year old millennial creates a challenge in understanding them. There are some that have yet to enter college, some in the work force and yet others who have started families. She argues that it may be better to try and understand consumers by their age rather than their generational label. She's right that the way a generation answers a question is due to their lifestage and age more than a generational label. If the Boomers were influenced by "work ethic" in their 30s/40s and millennials by technology and pop culture in their teens and 20s then these could be markers of their age rather than their generation.
In the rest of the book she encourages the reader not to give in to stereotypes, but to evaluate people as individuals. She cautions organizations not to devise recruitment strategies and other workplace strategies around these generational labels. The last part of her book, she details responses from surveys of managers and the new hires comprising of "millennials" to illustrate that the real issues confronting them were not generational.
Overall, it's an interesting observation by a millennial to not give in to stereotypes about her generation, but I think this idea could have been put forward in an article rather than a book. A lot of material in the book was re-statement of obvious facts and the survey discussion seemed to lengthy, it could have been summarized in a few bullet points. 3 stars.
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