Make fun all you want, but back when Baby Boomers entered the workforce and business world, we had a remarkably strong work ethic — second only to our Silent Generation parents. They earned that name due to a Time magazine article that described them as “conformist, cautious, and politically unadventurous.” Prior generations believed children were to be seen and not heard — hence “silent.”
Thankfully, our parents taught us that we do have a voice and should use it. They instilled in us the belief that hard work, dedication, and loyalty meant everything. My dad is the reason my word, integrity, and honor are all I ever truly own. He was a successful dentist in New York City but was never a wealthy man. At least not as wealthy as he could have been. He was unwavering in his commitment to those values, especially in the pursuit of money.
Those principles shaped not only Boomer careers but also the culture of businesses throughout the second half of the twentieth century.
For Boomers, work was more than just a living — it was at the core of who we were. It was a source of identity and pride. My mom and dad lived through the Great Depression and World War II. They learned firsthand about sacrifice, perseverance, and gratitude for employment.
We Boomers entered the workforce believing opportunities should never be taken for granted. We showed up on time, worked long hours, and always did our best. Hard work was viewed as the path to financial stability, homeownership, and a comfortable future in retirement.
Company loyalty, from both employee and employer, defined the Baby Boomer workforce. It was common for Boomers to spend decades with the same employer. Sometimes working for one company their entire career. In return for that loyalty, businesses rewarded employees with pensions, 401(k) plans, steady promotions, healthcare benefits, and job security.
This created a trusting, long-term investment for both parties. Employers also benefited greatly from an experienced and committed workforce.
What The Hell Happened?
What happened helps explain why Millennials and Gen Z no longer trust businesses and corporations. There’s no doubt it’s tougher than it was back in the day. After all, when I was born there were three billion people on the planet. Today, there are more than eight billion. Without question, the competition is far greater in a nation that manufactures less and relies much more on the service industry.
Now, before I place 100% of the blame on companies and corporations, we must also acknowledge that globalization, technological advances, corporate restructuring, and changing employment practices have reduced the expectation of lifelong employment.
Today’s younger generations tend to prioritize work-life balance, flexibility, and career mobility over long-term loyalty to any employer. This can create misunderstandings between the generations. But we must admit that it reflects new economic realities rather than simply a decline in values.
Technology and communication gaps are real. Younger generations often joke about Boomer struggles with technology and social media. However, there is agreement across platforms like Reddit that our culture has become overly reliant on technology. That the lack of genuine human interaction is a growing concern.
When companies experience revenue problems, the first solution these days seems to be eliminating loyal employees. How many rounds of this will it take before companies understand that a reduction in force simply cuts expenses? Business 101 taught me that you can never cut your way to improved profits. Some companies lay off their best-performing, highest-paid talent only to replace them later with someone desperate enough to do more for even less.
This Can’t Continue
I always believed you lost your job because of poor performance. Or possibly as the result of a serious, flagrant violation of company policy. And I always believed poor performance was the responsibility of the employee — not the employer.
I admit it embarrasses me. These are companies run by Boomers and Gen Xers who seem to have lost their way. Like a drowning victim, they desperately try to stay afloat by pulling someone else under. Rather than reexamining their strategy and relying on their strongest talent to help create new paths to success, they let those people go. Far too often after more than a decade of loyal service.
Then we wonder why younger generations don’t trust us.
Ethics and loyalty appear to have become secondary in some — not all — C-suites. Even employment contracts are often one-sided. Making it difficult for employees to leave for better opportunities while offering little or no protection when they’re laid off.
I’m saddened that it’s often the largest media companies — those that rely on creative content and entertainment — that repeatedly eliminate the very people who helped build those organizations into the giants they have become.
The legacy of the Boomer work ethic remains influential today. Many people still value the principles of reliability, accountability, professionalism, and dedication. Workplace expectations will continue to evolve. Even so, I remain proud to be part of the generation that believed — and demonstrated — that lasting success is built on character, trust, perseverance, and integrity.
That is the “Human Guarantee!”
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Bob Lawrence writes weekly columns on radio leadership and business. He most recently served as market manager for MacDonald Broadcasting in Saginaw, Michigan. Throughout his career, Bob has held virtually every position in the business over his 40+ year career, from being on-air in Philadelphia, San Diego, and San Francisco to programming legendary stations including KHTR St. Louis, KITS Hot Hits and KIOI (K101) San Francisco to serving as the head of all programming for Saga Communications and working for the Radio Advertising Bureau. Before landing his current role, Bob helped lead Seven Mountains Media’s cluster in Parkersburg, WV/Marietta, OH. He can be reached by email at BGLawrence@me.com.
Bob also honed his research skills over ten years as Senior VP of Operations at Broadcast Architecture, eventually launching his own research company and serving as President/CEO of Pinnacle Media Worldwide for 15 years. Bob spent five years as VP of Programming for Saga Communications before joining New South Radio in Jackson, Mississippi as GM/Market Manager. Prior to joining Seven Mountains Media, Bob served as General Manager for the Radio Advertising Bureau, overseeing its “National Radio Talent System”.
