Long-range planning across generational lines

Abstract

Ahot topic in recent library literature is generational differences, particularly those between Baby Boomers and Generation Xers. The May 2004 American Libraries cover story, addressing what Generation X needs to lead, resulted in frustrated responses from some Generation X librarians and a follow-up article addressing the generational tensions. In addition to numerous feature articles on this topic, Library Journal debuted the “NextGen” column in January 2004 to provide an ongoing platform for discussing these issues. Before we go any further, let’s take a quick look at the four major generational categories: Traditionalist, Baby Boomer, Generation X, and Millennial. Tradition­ alists are loyal employees, committed to the institutions for which they work. Baby Boomers are competitive and idealistic, a generation that has been able to focus on themselves. Generation Xers, by contrast, are skeptical and self-reliant. They have seen their parents divorce and institutions fail. Finally, Millennials are technologically savvy, diverse, and have been raised with a global media perspective. These categorical differences have been examined in the broader context of generational characteristics, as well as the qualities needed for new leadership and management to replace the retiring Boomers. William M. Curran addressed the need for succession planning in light of these impending retirements, the related loss of collective knowledge and expertise, and the relative scarcity of younger middle managers to fill these leadership roles. Carolyn Wiethoff characterized the unique attributes of Generation X and Generation Y (Millennials) to assist Boomers in understanding and managing colleagues from these generations. While the differences between Boomer managers and Generation X employees have been thoroughly examined, what happens when the tables are turned and Generation Xers are leading?

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