“I believe the people who proactively engage across generations will be the people who succeed in the future.”
As a young executive I was extremely excited when I graduated from college and commenced my new career. I recall having a desk in a corner near the break room. I went out and purchased new office supplies and enthusiastically I entered the workforce ready to soar. During my first staff meeting when I looked around, I saw people that were smart, articulate, well put together, and on top of their game. Me on the other hand was more awe struck than anything. The one thing that impressed me the most was how they engaged with each other, yet my confidence was shaky in what to add to the conversation. Over time I grew in knowledge and my confidence grew as well. Today I find myself on the other side of the spectrum working executives assisting them in how to navigate the world of leading multi-generations. Needless to say, it can be a challenge at times, but the challenge is where the greatest opportunities lie. I agree with Ryan Leak who stated that the workforce will always have large segments from multiple generations and the key to building bridges across the generation gaps.
Below are strategies in leading a cross-generational team.
- Value People – Regardless of the generation one was born into, every person desires to be valued, appreciated, and supported. This is the first premise you must start with as a leader. When you treat everyone with respect and appreciation it will open the door tremendously to opportunities for aligning their skills, communications, and abilities to work homogeneously together.
- Leverage Generational Strengths – Everyone you lead will possess skills that are considered their strength. It is those skills that you must leverage. Thus, recognize the unique skills, experiences, and perspectives each generation brings. For example, younger employees may bring digital savvy, while seasoned generations offer institutional knowledge. Use these differences as strengths to promote collaboration and innovation. I recall a young lady I hired. She was great with technology, and she was an adaptive learner. When I conducted her first one on one, she brought in her cellphone, and I mistakenly assumed she was texting, but she was taking notes on her note pad on her cell phone. At the end of my meeting, I asked her to always bring a note pad and pen to take notes, and she politely showed me the notes from our meeting and stated, “boss I got everything you said with a chuckle.” How embarrassed I was, then I learned the power of misjudging.
- Communicate clearly and adapt your style to suit face-to-face or digital preferences. Be clear, consistent, and open to feedback across all platforms. If you prefer face to face communication that is great, however if you are leading someone with a digital preference, adjusting could benefit you eventually. If not, you will become frustrated. Furthermore, in face-to-face meetings or the times when you have to have crucial conversations face to face remains to be most effective.
- Reframe from judging – When working across generations, it is important to reframe from making assumptions based on age or stereotypes. Indifference like resistance, entitlement, or indifference is often a difference in perspectives, communication styles, work values, or life experiences. By suspending judgment and seeking to understand the “why” behind behaviors, fosters a more inclusive and respectful environment where all voices are welcomed.
In closing when you apply these four strategies of valuing people, leveraging generational strengths, communicating with flexibility, and reframing from judging provides a framework for you to lead multigeneration simultaneously successfully.
If you need assistance or support as a leader feel free to reach out to E3 Leadership Institute, (www.e3leadershipinstitute.com) we are here to serve you.