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The Generation Gap At Work: How Boomer Owners Must Deal With Gen X Employees
To explain how the older 'boomer' generation must relate to its successor, 'Generation X,' we must first understand their origins. Economically, World War II-era workers were security conscious. They either remembered or were constantly reminded of the Great Depression by the previous generation. Those who experienced the WWII economy either in uniform or at home dreamed the 'American Dream' after the war: get a secure job and raise a family in a house in the safer suburbs, rather than in apartments, where many people of that generation grew up. Security was the key issue on their minds. But for the most part, their children, the Baby Boomers, grew up secure, in two-parent homes in which one parent worked and the other was home. Their level of education was generally better than that of the generation before them because their parents, looking toward the 'security' of the children, promised themselves that the next generation would not have to struggle as they had. The boomers were not as affected by war as were their parents, nor were they as alarmed by the Cold War as the prior generation. Boomers' business goals were based on advancement and risk-taking. In the insurance business, the WWII generation were the 40-year agency and company employees and the 'debit men' in the field. If you don't know what a 'debit man' was, ask someone over 50. They built secure careers and were exceedingly proud of the gold watch and the 50-year plaque that carriers gave them in recognition of their long-term service. In the 1970s and 1980s, the boomers were assuming control of insurance agencies with their sights on acquisitions, growth, mergers, and making much more money. Security was already theirs. Now they wanted to build comfortable lives for their families. Who knows where they'd be now if, just as they were assuming control of their businesses, market conditions hadn't changed forever? While those boomers were working their way into agencies (family or otherwise), they were also raising a new generation: Gen X. For middle-class boomer families, security and the next meal were never a problem. Gen X was born into the 1970s and 1980s, with a different view of life and business. Middle-class Gen X (a group that contains most insurance agents) had food on the table, a television in every room, video games, and sports and recreation provided from the time they learned to walk. Parents provided them the best in just about everything. Gen X is neither better nor worse than other generations-just very different, with different motivations, needs, and desires. If boomer owners dismiss the attitude of Gen X employees as laziness or lack of motivation, they're making a big mistake. They'll be led into the trap of thinking that they don't have a successor generation for their businesses. The result will be a collapse of the agency industry, as agencies fold into one another instead of remaining independently owned. Most Gen Xers are as intelligent as their predecessors. They haven't been educated as well for a variety of reasons, but this doesn't affect their inherent intelligence. They were raised in general comfort, without many of the severe handicaps that affected prior generations. The only major negative impact on their lives has been single-parent homes and homes in which both parents worked. Many of the numerous success stories told in business magazines, on television, and over the Internet are about Gen Xers. To many of the older generation, it seems as if these people stumbled on success, without the years of work their parents' generation spent paying its dues. Here lies the major difference between Gen X and the Boomers! The WWII generation built careers to be secure. The Boomers built careers to get ahead. Generation X builds careers out of personal interests. In ancient Rome, some of the most decadent parts and some of the most innovative parts of the culture grew out of the same leisure class. Although Gen Xers can't claim to be a leisure class, since they must have jobs to make a living, many of the middle class Gen X, including those in the insurance industry, aren't worried about making a living or their family's security. They don't know how it's going to happen, but they assume they'll always live in a comfortable life style. They know that the middle-class employee base is shrinking and that any skill or talent they have will probably guarantee their security in the future. Gen X wants to build a career out of something that genuinely interests them. Those of us who have been in business for more than 30 years have seen innumerable insurance professionals who hate the subject and are trapped in their roles. Gen X will not permit themselves to fall into that trap. If we can't interest Gen X in our business, they'll simply move on, and take their talents with them. This must concern boomer agency owners because their current and future enrichment depends on the younger workforce's motivation. And unless you understand these younger workers, you'll tend to rationalize their tendencies and behavior-but not use them in your (and their) best interest. For instance, we know that Gen X is much more computer literate than the boomers. However, the boomers are the agency owners and control the purse strings. The most likely result: employees who know how to automate better than the owners who are responsible for automation. A good leader should give the responsibility for automation (and the required authority) to the agency's Gen Xer, who will probably use the power as a spring-board for his or her interest-related advancement within the agency. The younger generation might not know policy terms as well as you do, but they certainly know how to relate to other Gen Xers: their contemporaries, clients, and future business owners! The best way to manage Gen Xers in your agency is to invite them into decision-making roles (with owners, not independent of them). They can be a prime catalyst for turning your business into a 21st-century agency. Participative management was made for Gen X. It's a way to get and keep them involved and interested. If they can support themselves and their families by doing something that's interesting to them, their enthusiasm about working will catch fire.

What is Student Accident Insurance? Student accident insurance is a type of coverage designed to help cover medical expenses resulting from accidental injuries that occur during school-sponsored activities, on school property, or in transit to and from events. It provides financial protection for students and peace of mind for parents, schools, and organizations that host youth programs. This coverage is especially important in environments where active participation and physical engagement are routine. Who needs it This insurance is commonly used by schools, after-school programs, youth sports leagues, camps, and other organizations that serve children and teens. Clubs and associations that operate extracurricular activities or special events can also benefit from student accident protection, especially when liability exposures or transportation risks are present. What it typically covers Student accident insurance generally helps pay for medical costs associated with accidental injuries, such as emergency room visits, ambulance fees, hospital stays, surgeries, and follow-up care. Coverage may apply during regular school hours, athletic practices, competitions, field trips, and other covered events. For example, if a student is injured during a physical education class or while playing in a weekend soccer tournament, this policy can help cover the out-of-pocket costs that health insurance may not fully reimburse. Common exclusions or limitations Policies typically exclude coverage for pre-existing conditions, illnesses, or injuries not caused by a covered accident. Certain high-risk activities or unsanctioned events may also be excluded. It's important for organizations to review exclusions related to facility risks and transportation safety when evaluating their insurance needs. Factors that influence cost Premiums for student accident insurance depend on several underwriting factors, including the number of participants, the nature of activities involved, geographic location, and the selected coverage limits. Risk management practices—such as trained staff, safety protocols, and well-maintained equipment—can also influence pricing and eligibility. Proof of insurance & compliance Many schools and organizations require a certificate of insurance to show proof of student accident coverage. This documentation is often needed to comply with district policies, facility rental agreements, or event participation requirements, especially when dealing with third-party venues or co-hosted functions. How to get a quote To get started, organizations should gather basic information about their operations, including the number of students, types of activities offered, and any past claims. An experienced insurance provider can help match your needs with the right level of protection. Request a student accident insurance quote today to protect your participants and support your risk management goals. For more specialized options, check out the Student Accident-Special Risk Insurance or explore coverage tailored to school programs like the Importance of After School Programs Insurance. Frequently Asked Questions Does student accident insurance replace health insurance?No, it is a supplemental policy that helps cover costs not fully paid by a student’s primary health insurance. Is coverage available for non-school-sponsored activities?Some policies may extend to specific non-school activities, depending on the plan’s terms. Always check the policy wording for details. Can parents purchase this coverage independently?In some cases, yes. Voluntary plans may be offered through schools or directly by insurers for parental enrollment. Are athletic injuries covered?Yes, most student accident policies include coverage for injuries sustained during supervised athletic practices and competitions. How quickly must claims be filed?Filing deadlines vary by provider but are typically within 90 days of the accident. Prompt reporting is strongly encouraged. Still have questions? Talk to a local insurance expert.

Boring Or Soaring? Great Performers!
BORING OR SOARING? GREAT PERFORMERS! by Mike Manes IMMS Consultant Mike Manes strives to facilitate change, communication, learning, and positive results. To that end, Manes has written this powerful, substantial document that will help you build your skills and achieve your goals. PREFACE You’re a leader. You own or manage a business. You’re responsible for results success. Your role is multifaceted visionary, organizational architect, environmental engineer, coach, and cheerleader. You love what you do and you’re great at it. Unfortunately today you’re in a funk sad, frustrated, and confused. Usually you’re the bright light on dark days in your organization, but today you feel blue. You can remember the enthusiasm of your first day on the job the dreams, the passion, the hope, and the energy. Today you’ve discovered that you’re an administrator. The system is now managing you; you’re not leading it. You’re the head of a bureaucracy. You’d promised yourself you’d never let this happen. Why? What went wrong? What can be done to bring the fire back to your belly? More importantly, how can you transform your bureaucracy into an entrepreneurial venture? Reflect for a few moments. Rewind your personal life history. Go back to yesterday. Yesterday. You remember. You were too excited to sleep. Today’s the day the circus! You, your sister, your mom, and dad are going to the circus. You can remember the tent. It was huge. The smell of popcorn, the taste of cotton candy, the sounds the crowd, the animals, the clowns. The sawdust under your feet enhanced your experience. In the language of your youth, it was “cool.” Today you realize it was, in contemporary terms, the ultimate multisensory experience. Your heart was beating so fast! You’re in the bleachers when you hear, “Ladies and gentlemen and children of all ages, look to the center ring and focus your eyes to the top of the tent. On the high wire the greatest with no net “Your mouth was wide open; your eyes were even wider. You don’t remember breathing. She made it. No net! It was the most exciting thing you’d ever seen. You’ll never forget it. This was the greatest show on earth, and she was the greatest performer. You loved your parents. Your mom was a teacher. Dad was a carpenter. You knew what they did. It was boring! You’d watched your friends’ parents the butcher, the baker, the candlestick maker. They were doctors, lawyers, and Indian chiefs. They were boring. You vowed that day to join the circus. This is what would make your heart beat fast. You never wanted to be boring. You shared your dream of a life under the big tent with your parents they laughed. You knew your life would be spent soaring, not boring! Fast forward to today. Today. On the way to work you passed the circus. They were raising the tent. You flashed back to yesterday. Now you’re at your office only to realize that you’ve settled in. Worse than not joining the circus, you’ve become your parents. You’re as boring as they were. You know you’re successful; you own the business (or you’re running it). You can remember the day you started the business (or the day you took it over). It was so exciting. Although you weren’t in the circus, you were operating without a net. What happened? Why? You rock back in your chair and remember the enthusiasm of your youth. You close your eyes. You’re on the tightrope; you’re balanced. You hear the crowd but can’t look down. You can’t lose focus on your goal: the landing at the end of the wire. The sounds, the sights, the smells, the lights, the energy! This is your second chance. You’re not working; you’re performing! Today you promise yourself that you’ll soar. Never again will you settle. No more boring only soaring! The door and your eyes open simultaneously. You rock forward in your chair and stare at your assistant. “Are you OK?” she asks. “I’m fine, I’m fine!” you respond. You realize your heart is beating fast for a good reason. Frustration has accelerated its pace in the recent past, but this is positive. This is great. Now the only question is, How? Tomorrow. No, you’re not selling the company or quitting your job. But you’ve committed to creating the greatest show on your Earth. You’re going to convert your team into great performers. You’re going to breathe life into this “dinosaur” that you call your organization. Don’t take this personally. Yours might be an excellent company, but that won’t help you tomorrow. The world and the marketplace are moving faster than you are. As a committed leader your first role is to define reality. The fact is that your once “lean, mean production machine” has evolved into a bureaucracy too sleepy and self-serving to survive in the fast-moving world of tomorrow. It needs resuscitation. What follows is the process the questions you must answer to become a great performer. HOW HIGH WILL YOU FLY? The first and most important is, “Are you willing and able to change to compete?” The truth about the high wire is that people only pay to see performers who do things they can’t do better themselves. Good performers can walk high above the ground. The great ones work without a net. To continue our tightrope metaphor, consider the possible scenarios: Boring. This is the equivalent of your child’s preschool circus. Your daughter walked across a rope on the ground, and you applauded wildly. She was pleased. Only other moms and dads noticed. Results weren’t even an expectation. In business only results count; efforts are immaterial. If you’re not getting results, you’re losing ground. Boring means you lack the willingness or ability to compete and change. Snoring. The tightrope is actually a parallel beam about two feet above the ground and four inches wide. Though practice was required, success was virtually guaranteed. And there was zero risk. Again parents cheered, and no one else cared. In business this means that you’re holding your own and could probably make it if the competition went away. Unfortunately that’s not going to happen. Even though you’re able to change, willingness is the issue. Soaring. This is the professional high wire artist who will walk any wire, anytime. This person gets paid to perform and is acknowledged as a professional. You’re a professional, with a successful business. You and your team are comfortable. You’ve reached most of your goals. You’ve worked hard. You’re tired. Its time to rest. You’ve built infrastructure the layers of management, policies, and procedures needed to guarantee future success. You’ve got great technology, your staff is technically competent, and you own the market. Your ability is never questioned. However, you’re concerned that some members of your team are reluctant to change to venture beyond their comfort zone. The net is an asset that’s creating a liability. You’re afraid the safety net is becoming a hammock. Adoring. This is “best of class”: the person revered by other members of the group, who will outperform any professional and always without a net. Removal of the net ensures excellence. There’s no margin for error. In spite of being No. 1, you wake up scared to death every day. You love the trappings of success, but you’re motivated more by a fear of failure. You’re willing and able to change to the future, as well as change the future. You refuse to get comfortable. You know there’s no net. You need no other motivation. Michael Manes can be reached at Square One Consulting, 8674 Quarters Lake Rd., Suite 10, Baton Rouge, LA 70809, (225) 922-9138, fax (225) 922-9106, e-mail [email protected], or Web site www.squareoneconsulting.com.