Consultant, author, and speaker Cam Marston has worked with Fortune 500 companies and small businesses throughout the world to improve multigenerational relations and communications. He has appeared in the Chicago Tribune, Philadelphia Inquirer, New Zealand Herald, Entrepreneur Magazine, Charlotte Observer, HR Management Today, Money Magazine, Fortune Small Business (FSB), on the BBC, and in and numerous trade journals and city business journals across the United States.
  
Cam's programs and concepts are the result of more than eight years' extensive research and study inside businesses of all sizes and sectors. In the course of his work, he has interviewed hundreds of representatives of the various generations. Their answers are interesting - sometimes surprising - and always valuable.
 
Marston began his generational-focused consultancy after several years selling for Nestle Brands Foodservice Company. While at Nestle he discovered that he developed closer relationships with his customers when he talked to them about subjects that appealed to their value systems. He soon learned that his customers had many different values but the values were roughly the same in each generation.
  
In 1996 he founded Marston Communications. Originally his clients engaged him to conduct surveys, focus groups, and research on both their customer and employee bases. Cam's results revealed significant generational differences that his clients had never recognized.
 
In June, 1997, Time magazine brought Generation X and the generational differences to the forefront of American debate with the cover article "Great Xpectations." Marston read it and realized his findings were the same ones the article discussed. Soon after that he gave his first presentation on generational differences in the workplace. Using the research he himself had conducted within organizations and the explosion of information on this newly-identified generation appearing all over the media, Marston began exploring generational differences in the workplace and presenting his findings across the globe.
  
In 2005 Marston will give more than 100 presentations. Today his clients range from small, local associations, to national convention audiences of more than 3,000, to a handful of Fortune 500 senior executives in a corporate boardroom. His first book, Motivating the "What's In It For Me" Workforce, was published in October, 2005.
 

Generational Programs
 
Recruiting Four Generations – Insights into what it takes to recruit the different generations for your workplace.  Using best practices from the companies that rely most on youth in their workplace and have already “figured them out”, Cam teaches you what they’re doing, how they’re doing it, and how to apply it to your own recruiting efforts.
 
Managing Four Generations – What happens when the four generations in today’s workplace are defining what it means to be “successful” differently?  First, the company ladder and the “pay your dues” mentality go right out the window.  Yet that is exactly what is happening in many workplaces today as these four generations are interacting in the workplace for the first time in history.  Learn how each defines team, values their time, determines who a real leader is, and wants to be recognized for a job well done.
 
Selling Across the Generations – People buy from people that they like.  They also buy from people that they think are similar to themselves.  This insight is as old as the world of selling itself.  But with four generations in today’s workplace how to be “likable” by your prospect requires knowing a bit about their generational value system.  Learn to quickly connect and develop rapport with your prospect using generational insights that will help you get closer to the sale much more quickly.
 
Retaining Four Generations – Retention is a hot topic in today’s workplace.  Unfortunately being effective at employee retention is not as simple as throwing money at the problem.  Managers are beginning to realize what human resources has known all along – people quit their boss, not their company.  Therefore the responsibility of employee retention is the manager’s.  It is no longer about finding the right people, it is about being the right person.  Learn what Generation X and the Millennials are looking for in their leaders that will make them want to stick around.

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