In this session, we considered the multi-generational management question in the context of the current economic climate. Everyone recognized that things have changed drastically in some fairly obvious ways – layoffs, resource constraints and restructurings are endemic. In some cases the impact varied for each of the generations – nervous pre-retirement baby boomers, stressed Gen  X, and still impatient Gen Y. So while the “war for talent” still exists at a meta level , we wondered if there was a slight retrenchment in the face of such major shifts. 

Indeed, talent is always critical, but it seems that right now some companies are less focused on nuanced considerations about human capital issues and are reacting, in some cases, under violent duress to get people off the books with less regard to longer term implications. Who, we wondered, is genuinely thinking long term and what is that time horizon?

Everyone recognized the technical facility, creativity and enthusiasm of Gen Y as invaluable assets. Their high expectations remain – yet now they too must temper their expectations in the face of uncertainty and constrained options. The Gen X cohort might be caught in the middle – they paid their dues, gained some mastery and may be poised to make some big career moves – yet the climate leaves them boxed in a bit. They see the youngsters as too impatient and the elders and not so quick to exit. The boomers remain in search of greater fulfillment through meaningful work, an opportunity to serve and perhaps a stable 401K. How will they all co-exist and flourish in such a cauldron of volatility and uncertainty? Can this group find more common ground, some common purpose and maybe some common sense making? We were optimistic.

We also considered the recent election and pondered how the style of the campaign might provide some ideas for bridging the divides. How could we use such a wide portfolio of communication and networking tools in the corporate arena?  Could the campaign lessons of delivering a well crafted message, tailored for the media preferences of the respective audiences suggest options for companies trying to galvanize their talent and to focus their attention on the necessities of growth, sustainability or plain survival? There were numerous examples shared and a general appreciation for ideas to develop further and carry forward into the corporate arena.

We touched on the current learning agenda and considered different requirements of this dynamic time. How do we best share our knowledge? Will Twittering and Virtual living and networking ourselves become a panacea, a coping mechanism or another workaholic addiction? What are the new models for mentoring? How can we progress in the face of rapid, discontinuous change and when are the models we hold too precious and in need of breaking? We just got started there and there are many more ideas to consider.

I offer this synopsis of conversations too rich to capture in such a brief. The space is open for your comments, ideas and reflections.