Today’s organizations are becoming increasingly age-diverse, with leaders managing teams that span up to four different generations. While this dynamic comes with its share of challenges, organizations have begun to realize that there is great value in embracing age diversity. A recent AARP survey of 6,000 employees found that, “83 percent of business leaders say multigenerational workforces are key to the growth and long-term success of their companies.” Additionally, 68 percent of those surveyed said that they would purposefully design mixed-age teams.
Clearly, there is a benefit to be found in cultivating a multigenerational workforce, but how do you effectively manage a team made up of people with such distinctly different views on technology, communication, and productivity? Here are five tips that will help you reduce friction and get the most out of your multi-generational team.
#1 Confront Stereotyped Beliefs & Biases
Ageism represents one of the most significant challenges to the modern workplace because it is largely universal. At one point or another, we have all questioned someone’s capability because they were “so young” or perhaps “getting on in years.” Like all forms of discrimination, when left unchecked, ageism can influence the way we act, even if subconsciously.
It is crucial for leaders to actively confront and challenge these stereotypes directly. Begin by identifying your own blind spots, particularly in how you respond to people. Then, challenge the assumptions behind those reactions. The Three Questions method is a useful tactic for deconstructing your assumptions. When you notice yourself slipping into stereotypical thinking, pause and ask: Is this true? Is this always true? What examples do I have when it was not true? Here is an example of how this works:
Assumption: Older employees are bad with technology
- Is this true? In some cases, this may be true.
- Is this always true? Most people can think of someone who breaks this stereotype.
- What examples do I have when it wasn’t true? Steve Jobs was a baby boomer, but he was incredibly tech savvy.
After you have reframed your own thinking, you can use the same approach to coach your teammates. One thing to keep in mind when confronting biased thinking: Try to avoid calling someone out in public, as this is likely to make them angry and defensive. Instead, take them aside, ask them about their comment, and use the Three Questions to challenge their assumptions. It is amazing how quickly stereotypes fall apart when you begin to question them. If you encounter deeper resistance from team members, you may need to schedule a separate discussion in which you reference company policies or procedures or, in extreme cases, enlist the aid of an HR representative.
#2 Champion Diverse Thinking
Team members from different generations tend to approach problems in different ways. These unique perspectives can provide valuable insights that help to solve problems, spur creativity, and identify defects or risks in an idea, product, or process. This can only happen, however, when the leader creates an environment of psychological safety in which everyone on the team feels empowered to share their opinion without fear of ridicule or judgment.
Just as it is with overcoming bias, psychological safety begins with you as a leader. You may need to take active steps to help everyone feel comfortable. Notice who contributes and who seems reluctant. For instance, some younger team members may be reluctant to share their ideas in front of older, more experienced colleagues. You should also pay attention to how people react to contributions. Are team members reluctant to ask a question or make a suggestion for fear of being judged or ridiculed?
Get to know the members of your team so you can understand how they approach things. Encourage, recognize, and reward contributions and ideas. Lead by example and demonstrate your own humility and vulnerability by being curious and asking questions to promote conversation. Come up with creative ways to inspire your people to think and reflect, and use a variety of tools such as chat, whiteboards, and sticky notes to encourage participation. Listen actively and consciously to what people say and facilitate constructive discussions of opposing views. Your overall goal should be establishing a dynamic in which people feel empowered to speak and share. As team members begin to open up, reinforce this by thanking them for sharing. Celebrate wins and call out individuals for their contributions.
#3 Adopt a Flexible Management Style
Leading teams today is undoubtedly more complex than ever before. Previously, leaders could define “career success” as climbing the corporate ladder. However, as the generational makeup shifts, success is no longer just about securing a high salary or a senior position. Workers are redefining success as the ability to balance their work and life priorities effectively or by becoming an expert in a role they have been honing for years. This is one instance where “group think” no longer applies, with younger workers questioning long-established paradigms related to work ethic, mental health, and corporate responsibility.
Having an open mind is critical when managing different generations in the workplace. Do not brush off working expectations from your younger team members as, “too pie in the sky,” or dismiss input from your more seasoned colleagues as, “stuck in the past.” Instead, zero in on the value of each idea, and think about how they could evolve your team’s experience and help propel your productivity. While it’s handy to know about generational trends, do not forget that everyone is their own person. As a leader, it is important to take the time to get to know the individuals on your team and determine what they need from you to perform at their very best.
#4 Focus on Shared Values and Common Goals
Research reveals that different generations share many core values, such as integrity, achievement, competence, self-respect, and responsibility. We also know that team members will harness their different approaches when presented with a crisis or other common goal. The key to working with different generations lies in defining these shared values in a way that can be understood by everyone on the team, while clarifying what everyone is trying to achieve collectively. Corporate values and objectives are a great place to start, since they apply to all employees. They are easy to understand and provide a universal set of principles that can be applied to achieving team objectives.
Once you have established a set of shared values, you can use them as a benchmark to measure how effectively the team is functioning both interpersonally and as a business unit. This provides clear standards for handling conflict, evaluating team performance, and delivering employee assessments. Having a set of shared values takes age completely out of the equation and allows a variety of approaches toward the same goal. Leaders can evaluate the achievement of goals by how well the team’s actions align with shared corporate values and principles.
#5 Pair Up Employees from Different Age Groups
When managing a team made up of multiple generations, establish a growth mindset in which team members believe their skills and behaviors develop through learning, dedication, and hard work. This can be accomplished by establishing a culture of continuous learning. When team members are constantly learning, they become open to change. This creates an environment in which team members can influence one another in positive ways.
Two-way mentorships offer a fantastic way for workers from different age groups to share their own unique strengths. In this arrangement, both employees can serve as teacher and student. A veteran employee might help develop leadership skills in a younger employee, who in turn might teach the older employee best practices regarding social media marketing.
Your efforts do not have to be so formal, however. Any activity that pairs people from different age groups together can have the same effect. Once your team members begin to see the value in one another, they will behave less like individuals and more as an integrated team.
Drive Change by Breaking Down Barriers
While there can be broad differences between different age groups, remember that no one is completely defined by their generation. For every individual who corresponds to generational stereotypes, you will find many others who completely shatter these expectations. As a leader, it is your responsibility to look beyond generational boundaries by challenging biased and stereotyped thinking—both in yourself and others. Breaking down these barriers may seem challenging at times, but doing so will provide tremendous value for yourself, your team members, and your organization.
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