Jason Dorsey knows the value of hard work. So don’t let his age fool you. At 35 Dorsey is on the cusp of Generation Y, or the so-called “Millennials,” and Generation X. The first two terms describe those born between basically 1980 and 2001 and, before that, Gen Xers were born between 1960s and the late 1970s. If you are a parent or seasoned student transporter, your “kids” may be Millennials, so you know how challenging communicating with them can be (but truth be told, communication with kids of any era is not easy for most parents).
In the business world, odds are your organization employs someone in each of these groups, Gen X and Gen Y as well as the “traditionalist” Baby Boomers. You likely fall in one of these categories. You also know full well that communication challenges exist in the workplace, too.
Dorsey says Millennials are soon to be the most influential generation of customers, citizens and employees. In fact, many have become successful entrepreneurs. And they need to be understood. They have a different set of values
than many Gen Xers and especially Baby Boomers. Millenials believe in overnight success, whereas the others likely put more stock in hard work and paying their dues. They are also more interested in disruptive technology because, to them, the sky is the limit. Gen Xers and certainly Baby Boomers are more cautious. They look before they leap.
Millenials also are extremely tech dependent, but that doesn’t necessarily equate to them being tech savvy.
Dorsey understands all these groups because, well, that’s his job. But he has close relationships with them as well. Born in 1977, he can be considered either a late Gen X or early Gen Y. And his parents are of traditional Baby Boomers, who have values and perspectives on the world that differ greatly from those prevalent today.
Dorsey is definitely an entrepreneur. At the age of 18, he wrote a book to help his peers find a job after graduation. Four years later, he wrote “Ending School Violence: Solutions from America’s Youth.” With several more books published since then, he has also spoken to dozens of Fortune 500 companies and appeared on NBC’s “The Today Show” and ABC’s “The View” while also being a regular guest on Fox News and CBS’ “The Early Morning” to discuss the generational divide in society and business.
Stephen Cannon, president and CEO of Mercedes-Benz USA, called Dorsey “one of the most compelling and engaging speakers I’ve come across in my career,” adding that Dorsey is “equal parts researcher, social anthropologist and entertainer.” “When we talk about generations, they’re not a box that all ofus fit neatly inside based on our birth year,” Dorsey said in May, while he sat on his porch in Austin, Texas, sipping iced tea and enjoying the first “real” day of spring weather. “Generations absolutely are really powerful clues on where to start to better connect with and influence people of different ages, older and younger.”
He should know. Dorsey is cool, confident and relaxed. When he’s not touring cities all across the nation giving presentations, he can be found wearing flip-flops and hanging out with friends over some TexMex or a cup of coffee,
always black. That’s very Gen Y of him — or is it Gen X?
Regardless, his story gives some insight into what STN EXPO attendees can expect when he takes the stage July 28 to present the keynote address sponsored by Blue Bird Corporation and ROUSH CleanTech.
Dorsey may look more like a college junior on summer break, but don’t let his appearance fool you. While it’s debatable if he even shaves, Dorsey almost always sports a blazer over a pressed, button-up shirt, yet he also prefers blue jeans to conservative slacks. He’s married with a 3-year-old daughter. He’s also the owner of the Center for Generational Kinetics.
The organization is research and data oriented, aggregating and analyzing metrics that it creates in-house or that’s delivered by other organizations to shed light on multi-generational issues in the workplace, at school or in the community. The goal is to provide insights and perspectives on how different generations communicate within and outside their respective groups, what motivates those groups and how to bridge the divide. Data, Dorsey said, is
also what those “gray hairs” in the executive offices love to refer to when making decisions.
“What really impressed me in getting to know Jason was his ability to easily explain why our employees are the way they are, and why I am the way I am,” said Phil Horlock, president and CEO of Blue Bird. “We have so many truly talented and smart individuals on our team, from manufacturing to sales to customer service. But our workforce also represents three or more generations, and they all have different experiences rooted in their upbringing.
“What worked or works for my generation may not be the best way for someone who is 25 or 30. Each one thinks it has everything figured out, but we all have different experiences, and those experiences shape our perspective.
Jason has an innate ability to help people understand each other and strive to work together toward a common goal.”
