How to work out work-ethic differences
3/22/2004

Over the years, Thomas invested 60 to 80 hours per week growing the company he founded. Now he sees his son and successor, T.J., pecking on a computer for eight hours and then racing out the door at 5 p.m. for the gym. Thomas thinks T.J. doesn’t know the meaning of work and is concerned that his son’s attitude will harm his family business. He tells T.J. he’s slacking off and needs to put in more hours.

T.J. says he’s heard it all before %97 how his dad worked from dawn to dusk while managing everything without a laptop or a PDA %97 but that times are different. He tells his dad he should only worry about the job getting done, not how he does it.

With the founder and heir apparent working as if they are worlds apart, this family business may be headed for some rough times. To chart a smoother course, Thomas needs to understand what influences such opposing views and focus on blending different work approaches.

Attitude analysis
Work ethics are shaped by many factors including employees’ socioeconomic and cultural backgrounds, education, age, gender, family and personal values, and experiences. Technology, world events and the economy also play a role.

Mature workers, for instance, once endured longer workdays and, in some cases, performed physically demanding tasks that workers today can more easily accomplish in an increasingly automated and digital world. Consequently, younger family members generally have different mindsets on how to get jobs done. A look at individuals during these life stages also reveals key attitude differences toward work:

Early career. These employees tend to be interested in self-discovery and more footloose. They are working to find a niche and make their special mark in the world while enjoying rich personal lives filled with travel, civic events and hobbies. At work, they are concerned with applying technology and new practices so they can accomplish more by working smarter and have time to play harder. These employees want flex time, a dynamic and fun work environment, a relaxed dress code and promotions based on performance.

Midcareer. They typically are balancing work responsibilities with personal and family obligations %97 perhaps caring for both young children and elderly parents. They desire training and performance feedback as they focus on advancing their skills and achieving their career goals. At the same time, they value a flexible schedule, relaxed work environment and work-at-home options to accommodate and ease the stresses of their hectic lifestyles. Plus, they appreciate rewards that allow them to enjoy more time with their families. Midcareer workers are more hour-focused than early career people, but they have too many family responsibilities to put in tons of time. Also, they may be open to technology, but are less focused on it than younger individuals.

Late career. These seasoned employees have paid their dues in the business world. Late-career workers may have fewer family responsibilities, so they are free to focus on themselves and pursue their interests. Subsequently, they seek flexible schedules, part-time work, sabbaticals, and education and training opportunities. Like Thomas, the fictitious family business owner mentioned earlier, these workers may place importance on the number of hours worked and less confidence in technology.
Familial ties also influence work ethics. For example, if your nonfamily employees believe you give family workers greater opportunities for compensation, perks and advancement, they may feel less motivated or be less dedicated to your company.

3 steps to adjust mindsets
One source of contention among workers is the belief that a strong work ethic is measured by the amount of time worked. But technological advances, which have saved companies countless hours of labor, continue to change how employees do their jobs.

To change the mindsets of workers, assess performance based on progress toward specific business goals and motivate employees with a new attitude toward working together. Here are three steps to help you get started:

1. Create a common ground. Today’s workplace is no place for closed minds. When employees shut out each other because of differences in work styles and analytical approaches, offices become breeding grounds for conflict. Strained relationships and disruptive activity can take a costly toll on your family business by lowering morale, reducing productivity and increasing turnover.

Work-ethic issues often stem from misperceptions about individual commitment and loyalty. By establishing and communicating a set of shared business goals and values, you can unite employees and channel their different work styles toward one objective.

2. Emphasize collaboration. Avoid comparing work styles, which can lead to competitive behaviors and conflict. Instead, encourage cooperation by asking employees to team up on business issues. Although some may have difficulty working with partners, others will be able to blend the best techniques and develop more innovative approaches.

And create opportunities, such as team-building retreats, to help employees share their experiences and views about common business problems. This will allow them to identify and build on each other’s strengths and knowledge.

3. Provide objective feedback. Making judgmental accusations about employees’ work ethics will cause them to be defensive and tune out feedback. Be objective and understanding instead and workers will generally respond favorably. Rather than criticizing a marketing representative for missing project deadlines, for instance, address why tasks are late and focus on strategies for completing work on time.

And tap into your staff’s experiences. The different backgrounds that employees bring to your company offer an invaluable source for new ideas.

An “A” for appreciation
Tolerance for different work ethics can benefit your company. By creating a work environment that respects new and diverse ways of thinking and working, you can use opposing views to fuel healthy debate. This dialogue will help your workers develop ideas for helping themselves and your company prosper.
By supporting employee differences, you’ll have a more creative, productive and loyal staff. To help your organization make the grade, please call us for more information about addressing employee work-ethic differences.

(The previous article was general in nature, and we recommend any reader consult with their tax advisor as to the specific application of this information to their particular facts and circumstances. This article is based authorities which are subject to change, and accordingly, should not be relied upon. Any tax advice included in this article was not intended or written to be used, and it cannot be used by the taxpayer, for the purpose of avoiding any penalties that may be imposed on the taxpayer by any governmental taxing authority or agency)

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