Generational employment experts, owners of the Johnson Training Group, Meagan Johnson and her father Larry Johnson, were kind enough to take the time to answer a few questions about their practical and insightful book Generations, Inc.: From Boomers to Linksters--Managing the Friction Between Generations at Work. The authors describe how the same generational signposts that influence a person's outlook on life, also has a deep impact on a person's ideas about company loyalty, workplace ethics, and what constitutes a job well done.
Thanks to Meagan Johnson and Larry Johnson for their time and for their interesting, informative, and very comprehensive responses. They are greatly appreciated.
What was the background to writing this book Generations, Inc.: From Boomers to Linksters--Managing the Friction Between Generations at Work?
Meagan Johnson and Larry Johnson: After graduating with a degree in marketing in 1993, Meagan worked as a sales representative for three different major American corporations where she discovered that many older workers perceived her cohort of Gen Xers to be Beavis and Butthead-like slackers who demanded too high salaries, wanted instant promotions, and were not willing to working for either. Knowing this not to be the case for herself, she began interviewing and researching Gen Xers, discovering what her own intuition had told her that Gen Xers were pretty typical of any new generation entering the workplace. That is, they were young and inexperienced, but unusual in that they were equipped with a set of values and ambitions unique to their upbringing during the 1970s. Meagan’s interest in generational issues has stuck with her ever since.
She left corporate America in 1998 to join her father, Larry Johnson (co-author of Absolute Honesty: Building a Corporate Culture That Values Straight Talk And Rewards Integrity) as a partner in his management development firm, the Johnson Training Group where she specializes in teaching organizations how to deal with generational differences in the workplace. In 2009, Meagan and Larry decided to write Generations Inc. – From Boomers To Linksters – Managing the Friction Between Generations together in order to offer insights into this vital topic from an Xer and a Boomer’s different points of view.
Is it common in many organizations today to have employees working together that cross all age groups from senior citizens all the way to teenagers, and every other age group in between?
Meagan Johnson and Larry Johnson: It is not as common as it should be. Baby Boomers may not believe it, blame it on the economy or their refusal to believe they will actually get older but there will come a time when Baby Boomers will retire … or die. Either way the Baby Boomers will be leaving the workforce or begin taking on smaller and smaller roles in the day-to-day operations.
Neglecting to create a productive multi-generational team that can learn from one-another before it is too late is a costly mistake. Beginning this year, 2010 there will be an unprecedented age shift in the workforce. For the first time, according to the Social Security Administration the number of workers older than 65 will grow faster than the number of workers in the 20-65 year range. The U.S. workforce is aging and more than a quarter of companies have done nothing to plan for this dramatic aging shift.2
The benefits of having a multi-generational group go beyond learning from each other. During our research we spoke with many members of the Baby Boomer and Traditional Generation that enjoyed working with younger people. They felt the candid enthusiasm of generation Y was refreshing and as one Baby Boomer put it “The younger generation keep work interesting and make everyday something to look forward to.”
In a study by the almighty fast food giant, McDonalds it was found that stores that employed 1 or more workers over 60 years old had higher customer service rating and higher sales when compared to stores that had zero people over 60. The consensus was that the older employees helped foster supportive relationships and created a sense of unity within the group.3
Many companies do not consider the lasting economic impact of generational diversity. At no time do we encourage age discrimination but just like having a culturally rich team brings a variety of viewpoints a generationally diverse group brings a multitude of levels of experience and perspectives.
You describe how different generations view the world and their work differently. How do generational signposts differ from generation to generation?
Meagan Johnson and Larry Johnson: With the minds and experiences of three generations from which to draw, it seems that all businesses and organizations should move ahead at warp speed, taking advantage of the wisdom of embattled baby boomers, tapping into the creativity and ambition of Generation Xers, and basking in the youthful exuberance of Generation Y. In reality, this mixture of age groups often causes conflict, disagreement, and dysfunction.
One study found that 60 percent of employers report tension between the generations. Seventy percent of older employees are dismissive of younger employees’ talents, and 50 percent of younger employees don’t value what older employees bring to the table.
When there is generational conflict in the workplace, it affects everything: productivity, energy levels, morale, and problem solving. Well-known business consultant and author of Million Dollar Consulting, Alan Weiss, puts it this way, “In my experience, the best organizations spend about 75 percent or more of their energy and talent on the customer, product, and service, and 25 percent or less on internal affairs, politics, and sniping. Anything worse begins to suck the life right out of the enterprise.”4 In today’s highly competitive and unpredictable business environment, companies can ill afford to waste time and energy on inter-generational conflict that can be avoided.
Likewise, spending enormous amounts of effort resolving disagreements, miscommunication, and petty differences can put stress on friendships and sap a family of its vitality. Much of this conflict can be traced to differences in generational signposts.
Since people from different generations hold differing worldviews, do these different values cause clashes and conflict at work?
Meagan Johnson and Larry Johnson: In our work as organizational consultants, we often hear managers complain that young people today have little or no work ethic. There may be some truth to this, but to tar an entire generation with one descriptor misses the tremendous value young people can contribute. Like them or not, young workers are the future of our companies, our communities, and our world. We call this tarring of one generation by another generational myopia.
According to Webster’s Dictionary, Myopia means “a lack of foresight or discernment: a narrow view of something.5 When one generation judges the merits and faults of another through its generational lens, it often takes a narrow view of how that generation thinks.
Let’s suppose you are a baby boomer raised to believe that doing a good job means taking responsibility for seeing that your work is complete before you go home. It’s likely you will take offense if you see a young person walk out the door at 5:00 p.m. when some task critical to a project is still undone. First of all, he’s violating your generational signpost that says “Grown-ups take responsibility.” Second, he’s violating a generational signpost common to baby boomers that we call kumbyaism, (Kumbaya is a song many Boomers remember singing around campfires, hands held and eyes bright with the spirit of brotherly love.) To a Boomer, being a good team player is an absolute must.
Meanwhile, the young person in question, a Generation Yer, may have been raised to believe that if something needs to be done, you or someone else in charge will tell him to do it. Until then, it’s not even on his radar. So while you are projecting your ire at him, and by proxy, all young people, he interprets your bristling as the typical weird behavior of old guys. It’s generational myopia raging on both sides.
We often see very young managers with staff members who are Baby Boomers and even senior citizens. How can a young manager gain respect from their often much more experienced elders?
Meagan Johnson and Larry Johnson: As young stars rise in organizations, this phenomenon is becoming more common. Additionally, the research shows that many Baby Boomers plan to delay retirement, or work part time in lieu of full retirement. Consequently, there will be more and more of them who will be managed by up and coming Gen Xers and Gen Yers. We suggest a three-pronged strategy for these young managers.
1. Do a great job. There is no way to fake your way into gaining respect. Veterans will begin to respect you when they see that you know what your doing, that your willing to work hard, and you’re not out to upstage them but, rather to make them look good.
2. Arrange for recognition and credit. The late, great Alabama football coach Bear Bryant was once asked what he thought was the secret to his success. He replied, “If anything goes bad, I did it. If anything goes semi-good, then we did it. If anything goes real good, then you did it. That's all it takes to get people to win football games.”
Like any generation, baby boomers like to be recognized for their achievements. To the degree you can make that happen, you will reap the rewards of their loyalty. You must be careful, however, not to sound fawning. The chances of this happening are directly proportional to the difference in your ages. If you are more than 10 years younger than the baby boomer you are praising, see if you can enlist the help of another boomer from whom the praise will carry more meaning.
For example, during a team meeting, Judy, the Gen Y team leader, commented that Jack, the baby boomer, had really gone the extra mile to resolve a customer problem. She said, “And it’s not the first time. Bill was telling me about what you did on the Anderson account, right Bill?” At that point, Bill made a comment supporting Jack’s abilities. It gave Jack a double dose of praise and it built Judy’s credibility because she: (1) did her homework and (2) proved she’s willing to give credit where credit is due.
3. Find your veteran sergeants. We have a friend who survived three tours in Vietnam as a Marine officer. He went over as a Second Lieutenant and left as a Major. He said the most important lesson he learned was to hook up with each platoon sergeant assigned to him, and ask what he needed from him to be successful. He did this when he arrived in Vietnam and the first veteran said, “Watch our backs and don’t get us killed.” Not knowing quite how to do that yet, our friend said, “OK, if you’ll give me a straight answer when I ask you for help.” They shook hands on the deal.
The next night they went on their first patrol. Our friend took the veteran aside and said, “You know this country better than anyone, especially me. How do you think we ought to approach this patrol?” The veteran gave him the advice he sought and the patrol went without incident. The next morning, he said to the veteran, “In the future, if you think I’m wrong or I’m making a mistake, I want you to take me aside and tell me. I can’t promise I’ll always do what you suggest, but I want to hear what you have to say.” It was the beginning of a three-tour partnership and a lifelong friendship.
All great leaders surround themselves with advisors who may have wisdom in areas they lack. Making an ally of a baby boomer who holds the respect of the team will do the same for you. It will enhance your credibility with the entire team and give you support when things get rough. Best of all, the baby boomer with whom you build this advisor/advisee relationship will tend to feel more vested in your success and in the success of the group.
Meagan Johnson and Larry Johnson (both shown in photo left)
Reverse mentoring has become very in vogue recently. How can Millenials and Baby Boomers and Traditionals develop a productive reverse mentoring program where all groups can benefit each other and the organization?
Meagan Johnson and Larry Johnson: General Electric CEO Jack Welch is widely credited with originating the idea of reverse mentoring in the late-1990s when he ordered hundreds of his managers to pair up with younger workers who could teach them how to use the Internet.6 Many companies have adopted the brilliant strategy because it harvests the best and brightest training from those who know most about the subject, and it exposes the young experts to the wisdom and experience of their older students. It’s a win/win.
For the most part, over the past thirty years, Boomers have made the transition from using paper to computerization, use of e-mail, mastery of closed systems like SAS, and even texting. But in today’s world of social networking and YouTube viral marketing, many just don’t get it. So Unilever began the “Trendslator'' program, designed to help older managers to understand trends in the latest internet-based trends in marketing. Older managers are paired with Gen Yers who get them immersed in Facebook, YouTube, and MySpace.com. The idea is to not only teach them how to use these services but to inculcate them with a way of thinking about communication and marketing that is already part of most Gen Yers’ DNA.6
In the past few years, Nokia has expanded from a company that manufactures and sells telephone handsets into a company that offers user solutions like Nokia Life Tools, a range of services including agriculture, education and entertainment services designed specially for the consumers in small towns and rural areas of the emerging markets. To make this happen, Nokia has hired a host of subject matter experts as well as marketing and sales experts. Many of these folks are young and have the knowledge and orientation to create the new services far beyond the senior managers who hired them. So Nokia has set up formal mentoring relationships where these younger gurus help the older managers understand what the older managers wanted to do in the first place – offer services and solutions beyond “just a handset.”7
Office politics a given in any organization. How can experienced Baby Boomers help Gen X and Millennial employees avoid the pitfalls of office politics?
Meagan Johnson and Larry Johnson: Unlike operational procedures, which are usually logical and scientific in nature, office politics are more an art form, following the whims and idiosyncracies of human nature. You may be able to teach political principles in a class room, but to master the art requires more of an apprenticeship approach under the watchful eye of a master.
Many Japanese companies have formalized this process called sempai/kohai. A promising young manager, the kohai, (which means student,) is assigned to an older, more experienced manager, the sempai (which means mentor.) The sempai is usually outside the kohai’s chain of command and functions much like a “godfather” to him or her. In addition to his normal managerial duties, the sempai helps the kohai succeed in all areas of work from technical know-how to operational issues to organizational politics.
There’s a wonderful scene in the movie Tampopo in which a group of Japanese businessmen go to lunch at a fancy French restaurant. As is the custom in Japanese culture, everyone waits for the CEO to order, and then they all order the same thing. When the waiter gets to the youngest member of the group, however, he grills the waiter about all the options on the menu, asking which wines go with which entrées, and finally orders a meal three times more expensive than that of the CEO. As he does this, his sempai is kicking him under the table, trying to keep him from killing his career.
You may wonder why you wouldn’t just have the young person’s manager be the sempai. Isn’t it the manager’s job to mentor her people? To a degree, that’s true, but the manager must often make decisions that adversely affect the kohai. She may have to pass him over for a promotion or place him on an assignment that is necessary but won’t contribute to his growth. Her first responsibility is not to the kohai but to the work unit.
On the other hand, because the sempai has no responsibility for the success of the kohai’s work unit, but is only accountable for the success of the kohai, he or she can focus on helping the kohai do well. It’s a matter of incentive. The manager is rewarded when the group is successful. The sempai is rewarded when the kohai is successful. If the manager has to fire the kohai, it becomes a black mark on the sempai’s career.
Consequently, the subordinate is rewarded because he can be more open with someone who is not part of the chain of command. The sempai can get at the real reasons an employee is flailing, not just the politically correct, pat answers one might give to the boss. Together, they can address the real issues. Wouldn’t you have loved to have had a mentor with that level of interest in your success early in your career?
Because different generations are often very different in their ideas of what is appropriate clothing for work, how can dress codes be developed that work for everyone?
Meagan Johnson and Larry Johnson: I absolutely love the dress code dilemma! When I was kid I pushed the dress code limits at school and in my 20s beginning my career the worst thing I could do in my own mind was work for a company that did not let me wear whatever I chose. Ironically my first job out of college was for an extremely conservative, fuddy-duddy food manufacturer that did not look kindly on dressing “creatively.” Consequently I was reprimanded and written up in regards to my, attire, jewelry and hair. As a young 20 something I took these admonishments with pride.
Today’s mangers are dealing with more than big hair and Madonna style bracelets. Supervisors have to deal with tattoos, piercings, even more colorful hair colors, underwear as outerwear and all types of cleavage on both men and women.
First off, decide if dress code should even be an issue. There are some environments it just does not matter. Obviously in retail situations, the sales staff should be able to dress like their customers or wear the type of clothing they are selling. In a more corporate environment you may discover that dress code is not as important as you think it is. Ask yourself why is dress code an issue? If none of your answers have to do with safety/quality, customer service or cost I suggest that dress code is a non-issue or make the dress code casual.
There is nothing wrong with having different types of dress code for the different roles people occupy in the office. A manufacturing firm we interviewed has an extremely casual (shorts, jeans, t-shirts and flip-flops) dress code for all office personnel and the sales reps as long as the rep is not calling on a customer. If a rep is calling on a customer, however, they are expected to dress in a manner that reflects the customer’s corporate culture. The warehouse staff has a much stricter dress code because there are safety issues. They must wear closed toed shoes and protective eyewear while working in the warehouse.
Providing a uniform is another option. It creates a level playing field for everyone and guarantees what you will see on your employees everyday. Word of caution: make the uniform attractive. If you would not want to be seen walking down the street in the uniform, chances are your employees will not wear it with a sense of pride while working for you.
There are some organizations, that because of the nature of the business, need to have a strict dress code. That dress code can include limiting the number of piercings, insisting that tattoos be covered, no jeans, t-shirts and no cleavage on men or women. Whatever the expectation, it’s important it be clarified beyond explaining the policy in the HR handbook.
Show pictures of the expected dress code, show pictures of what is not acceptable and tell your new employees where they can purchase some of the proper work attire. Remember some new employees are just starting out so they may not have a lot of money to spend. If you can arrange with local retailers to get your employees a discount on their first purchase, it goes a long way with their buy-in regarding the dress code.
One of the best ideas in action I saw was at the annual meeting of the Idaho Prosecuting Attorneys Association. The association’s board had several retailers come in and give a fashion show. The entire show lasted 30 minutes and demonstrated appropriate business attire and some Office Fashion Don’ts. The members were given discounts and gift cards to use with the retailers that participated.
Most importantly, don’t assume all employees have the same definition of casual Friday or proper attire. What may be Dockers and a golf shirt to you may mean barbed wire and duct tape to someone else.
Younger twenty something employees are often perceived as having a sense of entitlement. Why is that and how can this issue be addressed effectively for everyone?
Meagan Johnson and Larry Johnson: Younger employees have been accustomed all of their lives to having their opinions heard.
We put this one squarely on the shoulders of the parents. Generation Y was raised by Baby Boomers who, with the invention of the birth control pill and the rise of the women’s movement, were able to postpone having children until they had sown their wild oats, got their educations, and established themselves financially and socially. In our book, we describe Shap and Dyan, Boomer friends of ours who fit this model to a tee.
They were ex-hippies in their mid-thirties who had gone on to professional lives—he a social science researcher for the university and she a city personnel officer. They had become firmly ensconced in the Yuppie lifestyle—owning their own home, driving nice cars, and eating at good restaurants—but they still described themselves as “free spirits” and never missed a Grateful Dead concert. After 13 years of marriage, they decided it was time to have a child. When they announced Dyan’s pregnancy, they told us that they were determined to do this kid thing right.
And they did. Dyan breast-fed Kelsey from the start and gave her only organic baby food. They read to her, held her, coddled her, and rocked her constantly. They bought her only educational toys. They converted their living room into a replica of Romper Room. They took her to Gymboree regularly and enrolled her in an experimental preschool run by Shap’s university. Later, they got her into a magnet school for the arts. They arranged play dates with her schoolmates. They equipped their house and car with all the latest child safety features, including a car seat that would protect her if they happened to drive over Niagara Falls. And, of course, they had a BABY ON BOARD sticker in their car’s back window. In retrospect, Dyan and Shap were typical of baby boomer parents of the time.
Of course, there’s nothing wrong with this kind of dedication to good parenting, but for many Boomers, it nurtured a sense in their Gen Y children that they were entitled to everything they got and a lot more.
Managing these folks doesn’t mean you must mimic the indulgence showered on them by their parents, but it probably doesn’t hurt to show them the kind of respect for their opinions to which they’ve become accustomed. In fact, it probably doesn’t hurt to show everyone that kind of respect. Which was Robert Townsend’s point in the first place.
How can other generations gain from the input of ideas from younger workers?
Meagan Johnson and Larry Johnson: When it comes to the younger generation being your technology guide you have to swallow your pride and ask for their help. Many Gen Yers are so accustomed to technology it does not occur to them you do not know what they know.
Ask them to help with the company’s web site, or enlist their help making YouTube videos that promote the company or company’s products. I was on a panel discussion at a credit-union conference when a Gen Y panel member told the group to recruit their Gen Y employees to make How To videos to put on the credit union website. She told the group, “You do not know how many Young Gen Yers do not know how to keep their finances straight or balance a checkbook. If you make a How To Video and put it on your company website it will attract more Gen Y customers.”
The younger generation has been lauded for their technological prowess but they do have more than high-tech know how to share. Make it a point to spend time with younger employees. I suggest you do this even if they are not your employees; you will be surprised at what you may learn.
The CEO of Netflix makes it a point to have lunch with all new employees once a month. At these luncheons he answers employee questions but also listens to their suggestions. It was at one of these luncheons when a new young employee challenged the vacation policy. The employee argued that as long as he got his job done, and did it exceptionally well, the amount of vacation time he took should not matter. To the credit of the CEO of Netflix there are certain positions that have unlimited vacation time.
The key to learning from the younger generation is not turning off the spout. Sometimes it may seem their ideas are not thought out or well planned and we want to turn off the faucet. Generation Y has input in their family structure from an early age, they influence 81% of the families apparel purchases and 52% of car choices. It is only natural they want to share their thoughts with you. Listen to what they have to say and if their ideas truly are improbable take the time to explain why. Much like technology, what seems obvious to them is foreign to you it is vice-versa in the work world. What is plain as the nose on your face to you is totally alien to them.
Gen X employees very often prefer to work independently, while Millennials prefer teams. How can a Baby Boomer manager help both groups achieve success without conflict?
Meagan Johnson and Larry Johnson: Although Gen Xers tend to seek individual recognition, it doesn’t mean they can’t or won’t work well in teams. They tend to look for support among small groups within their teams or coworkers. Their relationships tend to be based more on professional, mutual respect than on the fact that they’re all on the same team.
For example, we spoke with Sam, who is a Gen X chemist for a genetics research company. Since he graduated in 1993, Sam has worked in seven different labs for seven different companies. He has been with his current employer for about three years. Sam says what he likes most about his job are the other technicians with whom he works.
“There were other labs that had better technology, and some had a better salary schedule, but there was always something missing” said Sam. “I never really felt connected with the other researchers. Part of the problem was age. I was younger and didn’t feel like I had anything in common with older scientists. Looking back, I probably should have tried harder to understand where they were coming from.”
“The group I am with now is terrific,” Sam said. “We have a good time, get important work done, and are always learning from each other. The fact that I feel like I am working with a group of allies is especially refreshing when deadlines are approaching and stress levels are high.”
Rather than a melting pot of people, to a Gen Xer, a successful team is a group of individual, driven people, each with a talent that contributes to achieving the goal. The team decides on the plan and the members complete the tasks. Team members have the freedom and the space to go about getting the job done as they see fit, as long as the desired results are achieved.
They communicate with each other as needed by email, Twitter, videoconferencing, or discussion over the cubicle wall. At the end, they come together and put the pieces of their project together like a jigsaw puzzle. It is this web-like structure that creates a satisfactory team experience for the Gen Xer. No group hugs or singing Kumbaya, just individuals working with each other to accomplish a goal.
How can the right type of management be created and implemented to work effectively for all generations?
Meagan Johnson and Larry Johnson: Since each generation requires a different approach - flexibility is the key. In our book, we devote an entire chapter to what we call “Mode Management.” It’s a formal model where a manager can pick her approach with an employee based on five factors:
1. The tasks and procedures at hand
2. The need for speed
3. The need for coordination with others
4. The generation from which the employee comes
5. The proven competence of the employee in question
Managers who have mastered this kind of formalized flexibility should find managing multiple generations to be easier than those who take a one-size-fits-all approach.
What is the future for mutli-generational workplaces, and will we see more of them?
Meagan Johnson and Larry Johnson: History is in the making. Never before have five generations occupied the workplace as they do now. The three main groups are:
• Baby Boomers, aka the Woodstock Generation, born between 1946 and 1964
• Generation X, aka Latchkey Kids, born between 1965 and 1980
• Generation Y, aka the Entitled Ones, born between 1981 and 1995
A few members of the Traditional generation are also still working (aka
Depression Babies, born before 1945), and we’re beginning to see the first of the Linkster Generation appearing on the job site (aka the Facebook Crowd, born after 1995). In reality then, five generations are now present in the workforce. This is rapidly changing as more and more Traditionals exit and more of the Linked-In Generation enter, creating a four-part milieu that will be with us until all the Baby Boomers retire. And, according to a host of studies, many Baby Boomers plan to continue working long past the age of 65, so this four-part milieu is likely to be the state of business for many years to come.
What is the first step an employer should take toward creating a conflict free workplace that included members of many generations and sub-generations?
Meagan Johnson and Larry Johnson: I’ll answer that one. After college, and before I returned to graduate school, I worked as an apprentice carpenter, assigned to a tough old journeyman who was my father’s age. One day he sent me to cut some pieces that were part of the form for a large concrete beam. I cut them too short, so the material and my time was wasted. I was sure I’d be fired. When I told him we had a problem, he replied, “Son, we don’t have a problem unless we can’t fix it.” We did, and I kept the job, but I’ve never forgotten that lesson in life. So we recommend the first step in creating a conflict free workplace that includes members of many generations is to partner them in to teaching pairs where they can learn from one another, whether it be a traditional apprentice/journeyman set up like I had with the old carpenter, or a reverse mentoring arrangement like Jack Welsh envisioned at GE.
What is next for Meagan Johnson and Larry Johnson?
Meagan Johnson and Larry Johnson: “I’m writing a book about the journey my wife CJ has traveled through the healthcare system since an accident in 2003 left her with a severe brain injury.
Larry Johnson
“I’m going to Disneyland!” Meagan Johnson.
Meanwhile, we are giving thought to our next boo spending time on the road, speaking to audiences on how they can create organizational cultures where different generations can flourish.
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James J. L'Allier, Ph. D. & Kenneth Kolosh, “Preparing for Baby Boomer Retirement,” June 2005,
2 Tamara Schweitzer, “Report: Retiring Baby Boomers Expected to Hurt U.S. Companies,” Inc., Mar 23, 2007,
3 Stefan Stern, “The kids are alright but they need help,” Financial Times, February 22 2010,
4 Alan Weiss, author, Million Dollar Consulting. Quoted in an e-mail interview March 26, 2009. Permission to print this interview given.
5 Merriam Webster’s Online Dictionary,
6 Proudfoot, Shannon, “Mentoring takes on a new twist,” Winnipeg Free Press, July 2, 2008,
6 Rupal Parekh, “Unilever youth teach vets the ABCs of digital; TALENTWORKS: Reverse mentoring aims to keep older execs up to date.(News)(Unilever North America)(education on digital marketing for advertising executives),” Advertising Age, October 8, 2008,
7 Saumya Bhattacharya, “Young mentors at Nokia,” Business Today, February 3, 2010,
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My book review of Generations, Inc.: From Boomers to Linksters--Managing the Friction Between Generations at Work by Meagan Johnson and Larry Johnson
Tags: Generations, Inc.: From Boomers to Linksters--Managing the Friction Between Generations at Work, Meagan Johnson, Larry Johnson, inter-generational personnel management, business book reviews.
