The brand new second edition of MANAGING THE GENERATION MIX contains so much new information because it is the latest update on our 13 years of research on generational differences. Along with updated profiles of the generations, and concrete advice for day to day managers, we targeted four key opportunities:

(1) Turning Gray to Gold: How to Mine the Riches in Seasoned Talent
By 2010 employers will likely face an overwhelming workforce shortage. We already know as of 2006, that two experienced workers are now leaving the workplace for every one inexperienced worker who arrives.
* Create knowledge transfer programs focused on creating tangible assets that capture and then make available key hard and soft information.
* Build flexible retention programs to retain older more experienced workers longer, at least partially.

(2) Heading off The Midlevel Leadership Crisis: Who's Going to Take Charge?
There is already an urgent gap in mid-level leadership talent and bench strength for mid-level leadership positions.
* Scout out the next generation of leaders on their teams and coach them in real-life management skills.
* Challenge them to practice skills like leading meetings, handling conflicts, heading and staffing projects, motivating, trouble-shooting and problem-solving.
* Connect them with coaches, mentors, and supporters who can accelerate their learning and growth.

(3) Managing Your Parents--or Grandparents: You're in Good Company
As the age bubble grows in the workforce, so does the youth bubble. More young men and women are managing more older workers than ever before. Our advice to young managers:
* Because you are new, you haven't acquired management habits---good or bad---yet. Practice good management techniques with discipline and the habits you form will be good ones.
* Make management credibility---being known as a great boss who is all over the details---your greatest asset.

(4) Teaching Teens How to Serve Your Customers: How Well Are You Doing?
Young workers are disproportionately represented in front-line customer service positions and study after study shows that customers complain incessantly about this generation's service inability.
* Teach employees to "see the big picture" of customer service. What’s in it for the employee? What’s in it for the customer? What's in it for the manager?
* Teach managers to coach and train employees in a way that appeals to them. Think one-on-one coaching as well as real video, im-ing, blogs, wikis, vlogs...
* Teach managers to hold employees accountable for customer service: Spell out expectations. Provide check-lists and other tools. Remind, remind, remind. Monitor, measure and document. Tie real rewards to real concrete actions. And make it all goooooood newwwwws. Think games, contests, quizzes, prizes...