Sarah E. Bedgar, Regional Extension Educator - Dairy

March 12, 2005

When I was growing up on my family’s dairy farm, we had four generations working together. As much of a blessing and opportunity we all knew it was, the difficulties that occurred in communication between generations on our farm was one of the main reasons the cows ended up being sold. As I look back, it is evident how much frustration and heartache we could have avoided if only everyone had learned how to talk to each other, and more importantly, how to listen to each other. Yes, that’s right! Each generation listening to the thoughts, concerns and issues of the other three generations. All generations of the family having the attitude and using the approach of, “we respect you and need your help and input to be successful in the dairy business". And, "we all need each other in order for this family farm operation to move into the future".

How about your farm family situation? Is effective communication between generations taking place? How can this be accomplished? The key point is understanding the differences between generations. Differences occur because the values and expectations society has are continually changing. For example, major historical events have affected how different generations were raised and the way each generation sees things. Jolene Brown, a professional speaker, farm business consultant, and Iowa farm wife, (some may have heard her speak at last December’s Midwest Dairy Expo), has put together a summary of “generational profiles”. These are simply generalities, but they may help open a window into why different generations behave and see things the way they do. There are four main categories: Veterans, Boomers, Xers, and Nexters.

• “ Veterans” -- born from approximately 1922 to 1943. Significant Influences of this generation include: Great Depression, WWII, Korean War. Their Characteristics include: patriotic; respect for authority; loyal consumers and employees; will sacrifice or “do without”; tend to be private. Desires include: order, logic, practicality; good manners; patience while learning technology; one right answer.
• “ Boomers” -- born from approximately 1943 to 1960. Significant Influences of this generation include: Vietnam; Civil Rights movement; television. Their Characteristics include: “lives to work”- often 60-hour work week; extreme optimism for opportunity and progress; believe they can solve “all” things; pursues personal and immediate gratification. Desires include: friendly, team approach, group training; appreciation with personal and public recognition; someone else to do the details, especially finance; leadership with “heart;” personal health.
• “ Xers” -- born from approximately 1960 to 1980. Significant Influences include: Watergate; AIDS; Gulf War; single-parent homes; computers. Characteristics include: “works to live”; self-reliant; skeptical, can be blunt; need for “peer” feedback; flexible; dislikes close supervision; comfortable with multi-tasking. This generation’s Desires include: work/life balance; flexible, casual work environment; updated technology; knowing expected result and not the process; “convenience” benefits.
• “ Nexters” -- born from approximately 1980 to 2000. Their Significant Influences include: schoolyard violence; Oklahoma City bombing; TV talk and reality shows; internet; cell phones; busy, over planned lives. Characteristics of this generation include: “work to learn”; cause-minded; relate to “Veterans”; large “disposable” income; don’t expect nuclear family; accepts diversity. Their Desires include: training and mentoring; immediate communication (e-mail, cell phone); supervision, attention, structure; work within a system; goal setting and results from hard work.

Robert Wendover, Managing Director for the Center for Generational Studies, offers the following suggestions to business managers for problem solving with multiple generations. These can also be applied to a dairy farm business that involves intergenerational families.

• Be extremely clear in your delegation of tasks.
• Provide proper support.
• Speak from “corporate” values. When a manager explains what the company defines as good performance, there is little room for employee manipulation. Managers should not make supervisory decisions based on personal beliefs.
• Have the courage to correct behavior. Failing to act clearly when rules and practices are violated communicates a message of inconsistency to everyone.
• Consider your words. Starting a sentence with “I remember” is a subconscious signal that what you are about to say is something with which many cannot identify, no matter what generation you are from.
• Rather than resenting new technology, find ways to celebrate it.
• Look to other people to see how they are learning, adapting, and accomplishing tasks.

No doubt, each generation’s characteristics and desires have been influenced by events taking place in the world at various times. Having some understanding of these differences is just one step that can be helpful for families who have chosen to work together in the dairy business. And, it takes strength and courage for each individual involved to have the willingness to help solve whatever intergenerational issues may arise. But, it can be done and it will allow a greater opportunity for that farm to be successful.

Both Wendover and Brown agree that the traits assigned to a generation are only one tool for managers and that it’s more important to get to know everyone as an individual. Wendover makes a statement which is very appropriate for a constantly evolving dairy industry. Wendover says that “the ability to be effective in this complex world is contingent on the ability to be a teacher and a learner at the same time.” This is well worth remembering for families who are working together on the dairy farm.