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都无所谓。他们会向经理们寻求指导、鼓励，听取他们的意见。但是从目标确立到完成这一过程中，他们却希望不受打扰。
6、Many Gen Xers excel at developing innovative solutions, but need clear, firm deadlines to set boundaries on their creative freedom. They have been known to bristle under micromanagement but flourish with coaching and feedback.
许多X一代人擅长提出创新性的解决办法，但是他们需要清楚明确的期限来约束他们创造的自由。众所周知的是：凡事必亲躬的微观管理会惹怒X一代人，但是施以指导和提供反馈信息却能使他们成功。
7、Gen X grew up with rapidly changing technology and the availability of massive amounts of information. Many developed skills at parallel processing or sorting large amounts of information quickly (which is sometimes interpreted as a short attention span). Most are skilled at understanding and using technologies, adapt quickly to new platforms, and are practiced at learning through technological media. They value visual as well as verbal communication.
X一代人的成长伴随着技术的快速变化和信息的大量涌现。他们中很多人都具有同时处理或迅速分类大量信息的技能（虽然这种技能有时被人理解为是缺乏持久注意力的表现）。他们大多
数都熟悉并善于使用技术，能快速适应新的技术平台，并且能熟练地通过科技媒体学习。他们对视觉和言语上的交流同等重视。
8、Gen X employees excel in a technologically advanced environment. They demand state-of-the-art capabilities, such as telecommuting, teleconferencing, and electronic mail, in order to work efficiently and effectively. To baby-boom managers this may seem to be a preference for impersonal means of communicating, living and working, but Gen Xers do not see it that way; for example, they have modified electronic language and symbolism to express emotions such as surprise, anger and pleasure.
X一代员工在科技先进的环境中最能凸显自己。他们要求自己工作的地方具备最新的科学技术设施，例如远程办公、远程会议和电子邮件，这样他们工作会更有效果，也更有效率。在婴儿潮时期出生的经理们看来，这种做法似乎是对那种没有人情味的交流、生活和工作模式的偏好，但是X一代人并不这样认为，例如：他们已经修改了电子语言和符号来表达诸如吃惊、愤怒和喜悦等情感。
9、Gen X employees don‘t live to work, they work to live. They place a high value on prototypical family values that they feel they missed. Having observed their parents trade personal lives for ―the
good of the company,‖ this group wants balance in their lives, demanding time for work, play, family, friends, and spirituality. Gen X employees are skeptical of forgoing the needs of today for a later, uncertain payoff.
X一代员工不是活着为了工作，而是为了生活而工作。他们非常重视他们认为曾经错过的典型的家庭观念。曾经目睹他们的父母为了公司的利益而牺牲了个人生活，这代人想要的是生活的平衡。他们需要时间来满足工作、玩乐、家庭、朋友以及精神的需求。对于为了将来未知的回报而放弃现在的需求，X一代员工是深表怀疑的。
10、When on the job market, Gen Xers will openly ask life-balance questions. This can be a turnoff for unprepared interviewers used to classic baby-boomer scripts featuring such lines as ―How can I best contribute to the company?‖ and ―My greatest weakness is that I work too hard.‖
在找工作时，X一代人会坦率地询问关于生活能否平衡的问题。没有思想准备的面试官也许会感到反感，因为他们已习惯了婴儿潮时期出生的人的经典回答版本，例如：“我怎样才能最好地为公司效力呢?”，还有“我最大的弱点就是我工作太努力了。”
11、In contrast, Gen Xers want to know ―What can you do to
help me balance work, life, and family?‖ They expect companies to understand and respect their needs as individuals with important personal lives. This focus on ―getting a life‖ cause some to label them as slackers. Viewed from another perspective, however, Gen Xers could be seen as balanced individuals who can set priorities within time limits.
恰恰相反，X一代人想知道的是：“你能做什么来帮我实现工作、生活和家庭的平衡?\他们希望公司能理解并尊重他们作为个体在拥有重要的个人生活方面的需要。这种对“有自己的生活”的强调态度使得有些人给他们贴上了“懒惰散漫的人”的标签。但是换一个角度，我们司以把X一代人看作是重视平衡的人，他们能够分清某一时限内事情的轻重缓急。
13、Gen X employees tend to focus on the big picture, to emphasize outcomes over process or protocol. They respect clear, unambiguous communication – whether good news or bad. Gen Xers prefer tangible rewards over soft words. Cash incentives, concert tickets, computer equipment, or sports outings go farther with this group than ―attaboys,‖ plaques, or promises of future rewards.
X一代员工关注的是整体，强调结果而不是过程或礼仪。不管消息是好是坏，他们都遵重清楚明确的交流。他们喜欢实质的
奖励而不是甜言蜜语。现金奖励、音乐会的门票、电脑设备或户外运动—这些远比夸他们是好样的、授予勋章或许诺将来奖励更让他们喜欢。
14、Growing up in a period of corporate downsizing and right-sizing fostered Gen X beliefs that the future depends on their resumes rather than loyalty to any one company .Not surprisingly ,Gen X employees seek challenging projects that help them develop a portfolio of skills .
在公司裁员和精简的氛围中成长起来的X一代人持有这样的信念：未来是靠自己的资历而不是靠对哪一家公司的忠诚得来的。因此，理所当然，X一代员工总是寻求具有挑战性的项目来培养自己的各项技能。
15、What might appear to a baby-boom manager as job-hopping can be interpreted as Gen Xer‘s pattern of skill acquisition .Similarly, a refusal to just ―do time‖ in an organization, often interpreted as disloyalty and a lack of commitment, may come from an intolerance of busywork and wasted time.
在婴儿潮期出生的经理人眼里看来是跳槽的行为，对X一代人来说可以理解为是他们学习技能的方式。同样，X一代人拒绝在公司里恪守工作时间通常被认为是他们不忠诚和缺乏责任