The silent generation, born between 1928 and 1945 (the actual years vary with different definitions, but the general timeframe is consistent), bore the horrors of World War II with grace and grit. Resilient and disciplined, they were known for their strong sense of duty, which probably explains their reluctance to rock the boat – unlike their successors.
These were the baby boomers (1946-1964), who flourished in a time of post-war recovery and development. With better access to education and modern standards of living, they were the rebels of their time – more ready to break with tradition, to speak their minds and to assert their individuality.
Millennials (1981-1996), who became adults at the turn of the millennium, grew up with the internet and other 21st-century technological advancements. As a result, they’re always plugged in, and have lives, lifestyles and values that are strongly influenced by technology and the online world.
So have members of Gen Z (1997-2012), sometimes called zoomers, who were pretty much born and bred on social media. Some consider them to be the true digital natives, even more so than millennials, but some appear to be harking back to the good old analogue days, which might explain the resurgence of LP players and film cameras.
And then you have Generation X, born between 1965 and 1980. No name, no label, just “X”. A nomenclature that proclaims mystery, anonymity – or perhaps a refusal to be typecast.
‘Latchkey generation’
It’s sometimes called the forgotten generation, but it’s something that I, a typical Gen X-er born smack in the middle of this period, am particularly proud of. In a way, the lack of a tagline exemplifies the very characteristics that my generation is supposedly known for – reliability, pragmatism and productivity in a time of economic ups and downs, with more than a healthy dash of cynicism born of a journey through political, cultural and societal change.
In fact, much of this generation’s self-reliance may have come from being forgotten, literally: many in this era were left to fend for themselves by parents who were busy at work. This was, after all, the “latchkey generation”, whose lives were shaped by more women entering the workforce, rising divorce rates and shrinking families.
Growing up, Gen X-ers were caught up in tides of broader social and political change. We were old enough to see the last vestiges of old Singapore and its disappearing kampungs, live through the Cold War, and witness the collapse of Soviet-era communism. But we were also young enough to embrace modern technology, and hip enough (though that very label dates me, I know) to go online. We were born in the age of typewriters, grew up with the early computers, went to work with laptops, and now depend on mobile phones.
Now in their late 40s and 50s, the nameless generation is finally coming into its own. Around the world, Gen X-ers are quietly – as is typical of their approach – making their mark in political and corporate leadership. By some estimates, they occupy about half of leadership roles globally, despite accounting for a quarter of the global population. Tesla’s Elon Musk and Google’s Sergey Brin and Larry Page are Gen X-ers. So are Singapore Prime Minister Lawrence Wong and many of the 4G government leadership.
But that is slowly changing, because – and this is a hard truth I have to accept – Gen X is getting old. Yes, old. The oldest Gen X-ers are turning 60 this year, and the youngest are past their mid-40s. As much as we’re arriving, it may also be time for some of us to be going.
By numbers alone, Gen X is shrinking – not just in population charts but also in the workplace. Unlike earlier generations, many of them are a little less willing to sacrifice family and self for work, a little less loyal to their employers, a little more willing to let go of positions and power, and often keener on retirement. (Yes, that’s me.)
As a result, many Gen X-ers have given up on climbing the career ladder, eschewed top leadership posts for more “sustainable” positions, left traditional workplaces to start their own business, or are even seeking early retirement. Adding to the push are the continued reluctance of boomer leaders to vacate their posts, and high levels of stress and burnout.
That has left more energetic but less experienced millennials to take over from the ageing boomers, giving rise to leadership transitions fraught with tension and clashes from a 20-year generation gap.
Join the water-cooler talk at any office, and you’re likely to overhear stereotypical complaints of boomers being resistant to change, sticklers for hierarchy, and unable to adapt to modern technology; and millennials being disrespectful, indifferent to the needs of seniors, and unable to take hardship and uncertainty. And they’re on their phones. All the time.
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Not that Gen-X leaders are any angels, of course. We’re reputedly hard-edged, obsessively result-oriented, and overly pragmatic. We’re equally cynical about tradition and change. Which… places us right in the middle.
In the yawning generation chasm, Gen X has been seen to have potential as bridge builders. We’re a little less resented and a little more accepted by both boomers and millennials – old enough to appreciate tradition, but not too old to consider breaking the rules.
The peacemakers
According to the Generations Project, a study of intergenerational divides in churches by Christian publisher Graceworks, Gen X-ers can play “peacemakers” because of their ability to connect with millennials and boomers.
That’s something I can attest to personally. At a previous workplace, I found myself positioned – or was it caught? – between boomer and millennial colleagues. I could identify with the former’s concerns about overturning valued traditions and tried-and-tested practices. But I also understood the latter’s frustrations with outdated ways of doing things and their desire to explore new methods and engage people online.
Motivational speaker and author Simon Sinek, who is known for his keen observations of leadership, believes that bridging the generation gap requires greater understanding of each other’s social context, pressures and motivations. “What would work is empathy. Which is just trying to understand the things that are going on in their lives,” he noted at a talk in 2024.
That can be challenging when the life stories of the opposing generations are so different. It might be hard for boomers, who have been taught to grin and bear it, to understand millennials’ struggles with identity, self-esteem, loneliness and anxiety. Gen X-ers have some experience of both, which places them in a better position to empathise with either side.
At my former workplace, Gen-X leaders were often able to play mediator to both sides, and help find acceptable compromises. In the publishing business, that sometimes simply came down to saying: “Look, let’s publish both print and online versions of the book, and promote it through physical leaflets, e-mails and social media, okay? And, yeah, let them pay in cash, by cheque or PayNow.”
Unfortunately, there are fewer and fewer of us going around. Even if Gen X-ers are ready to take on the role of bridge builders, they may just not be available.
Some of the biggest challenges that Gen X-ers face are practical. They’ve been called the “sandwiched generation”, because of their dual responsibility of caring for their children and ageing parents. For many peers of mine, caregiving has become the dominant theme in their lives. Adding to the double whammy is the growing need of preparing for their own impending retirement.
They’re also sandwiched between being has-beens and still-ams. The business gurus may sing about the ongoing potential of Gen X, but the truth is, many of us are at that borderline age of employability, either in reality or in employers’ minds.
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End of the runway
At 50 to 55, it can be hard to find a new job or switch careers when the end of the runway is looming near. Some are already struggling with the latest technology and the always-on demands of social media marketing. At the same time, some of the top leadership posts continue to be occupied by boomers, putting an effective ceiling to career progression.
It might be difficult – and ironic – for Gen X, known for our self-reliance and independence, to ask for help, but that may be what’s needed. Singapore’s roll-out of the Majulah Package, a raft of measures targeted at the 50s and early 60s, acknowledges the needs of this generation, but the means-testing approach and relatively smaller top-ups, as compared with those given to the Pioneer and Merdeka generations, reflect a simple truth: It’s not just financial help that Gen X needs.
Being generally better educated and having had more employment opportunities than their parents, Gen X-ers are less likely to be desperately short on money. What they are short on, however, is time and energy.
If Gen X-ers are to stay on as an active force at work and build bridges to smoothen the transition of leadership in companies and organisations, they will need more support for their caregiving duties and efforts to balance career, family and their own retirement needs. That means more comprehensive infrastructure and programmes to ensure that their elderly parents are seen to while they are at work, more flexibility and support for their final phase of career-building, more acknowledgment of their continued potential and contributions even as they push towards 60 and beyond, and more help with retirement planning.
And maybe, finally, some recognition and credit for this quiet, reliable, hardworking but forgotten generation. But no names, please, I’m still happy with the X.
Leslie Koh is a former journalist with The Straits Times.
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