Issue link: http://lawandordermag.epubxp.com/i/74973
UP-CLOSE: POLICE MANAGEMENT Solving Generational Conflicts In this scenario, both halves have to be willing to meet in the middle. The Baby Boomer needs to understand that gain- ing the respect of a Gen Xer is based more in current actions than in past accomplishment. In return, the Gen X officer must understand the need a Baby Boomer has for respect in the workplace and take the time to learn what that looks like. Often both sides will be caught up in proving they are right, rather than addressing the underlying problem of how and why respect is shown. Gen X is always looking for something better. Challenge #5 – Be Happy You Have a Job In today's economy, the Baby Boomer administrator may use the phrase "Be happy you have a job" as both a punishment and reward when talking to rebellious Gen X. To the Baby Boomer mind, this is a valid statement of truth. Economic reality means high unemployment and more competition for positions. So pointing out to the Gen X officer that small grievances should be put aside in gratitude to be working makes perfect sense to the Baby Boomer administrator who craves structure and stability. For the Gen X officer, however, this has the same effect as waving a red cape to a bull. Gen X values quality of life and life / work balance and expects even the small griev- ances to be given the same importance as larger issues. Challenge #6 – Moving On The training budget never seems to catch up and it seems the department is spending all their time training for someone else. While the Baby Boomer thinks of the department as a place to stay until he retires, the Gen Xer plans on getting two years under his belt and he is going to lateral out the door. Many Baby Boomer officers will spend entire careers in one or two police agencies and they are deeply committed to the success of their department. Knowing the structure and hier- archy of the agency, and where they fit in, meets their need for stability and standardization. Texting with the kids. rifices he made and his accomplishments to be respected. Imag- ine his surprise when the Gen X officer could care less about how hard he worked to get to where he is. Or, even worse, when the Gen X officer questions every decision he makes, or refuses to follow orders he does not agree with. Insubordination? In the Gen X world, respect does not come from the decora- tion on the clothing, but rather from the actions of the person. Skeptical Gen X does not give their respect lightly, but once earned, it is kept. Is the commander "doing right" by the of- ficers? Does the chief make decisions and stick to them? Are hard choices both made and explained? The Gen X officer does not blindly follow his leaders, but instead expects to be considered part of the management team. As a result, they can become frustrated by Gen X officers who do not have the same commitment, but instead treat the depart- ment as a stepping stone to something else. For the Gen X offi- cer, each workplace is simply a stop on the way to the next. With their entrepreneurial spirit, Gen X is always on the lookout for the next position that will fit better with their goals. It is important for administrators, chiefs and hiring personnel to take careful note that in both Challenge #5 and Challenge #6, Gen X holds the upper hand. With only 46 million Gen Xers, compared to 76 million Baby Boomers, this means the Gen X of- ficer can pick and choose where he wants to work and as Baby Boomers retire, their options will only increase. While the state- ment "be happy you have a job" works in the current recession, it may not when the economy inevitably recovers. To recruit, train and retain the Gen X officer, Baby Boomer administrators must learn to think as they do, rather than the other way around. Knowing what drives a Gen X officer, how to communicate with him / her, and what he values will make the difference between keeping and losing him / her. A benefit package that includes education, travel and time with family is more attractive to the Gen X officer than the retire- ment package that motivated the Baby Boomer. 54 LAW and ORDER I July 2012