How to lead a multigenerational workforce

Global trends in employee experience and recruitment are evolving at a breakneck pace, especially when it comes to team diversity. People from different walks of life and with different educational backgrounds and beliefs are increasingly sharing both virtual and physical space, ideally working together for a common purpose. This dynamic reflects a 2022 U.S. Bureau of Labor Statistics estimate that the number of workers age 75 and older will increase by 77.5% by the end of 2023, and that number will identify as multiracial, Asian, or neither black nor white. highlighted by the report. Others — 23.1% increase.

We are also seeing the evolution of multi-generational teams. Ten years ago, companies tended to favor more homogeneous groups, with older organizations and companies retaining older staff and bright young startups hiring younger talent. Nowadays, it’s not uncommon to see his five generations working side by side: Silent Generation, Baby Boomers, Gen X, Millennials, and Gen Z. Managing such a workforce can certainly pose a leadership hurdle, but it can also open up new areas of opportunity.

Related: Five Generations of Employees in the Workplace (And Why We Need All Five Generations)

leadership challenges

Managing staff representing different age groups requires innovation in both team building and culture creation, as each group has its own norms, jokes, prejudices, and language. For example, baby boomers who grew up on a frugal lifestyle in the post-war era will think about money differently than Gen Z, who were just introduced to the world of work.

Ageism may not be as well-known or talked about as sexism or racism, but it’s still a pervasive prejudice. Without management training in sensitivity and empathy, bias can wreak havoc when different age groups work together. While it is true that this issue usually affects older generations who may face discriminatory treatment and unfair dismissal, prejudice against younger generations also exists. Younger members of the team are often labeled as lazy, wayward, or entitled, but the U.S. Age Discrimination in Employment Act of 1967 does not protect workers under the age of 40. Research by the BBC also suggests that older generations may be judging their younger members too harshly, with standards no longer considered the norm, leading to the creation of ‘snowflake generations’ and ‘entitled millennials’. This has led to ageist comments such as:

As a result of these challenges, you may be hesitant to commit to building and managing a multigenerational workforce. According to Deloitte’s 2020 article, “The Post-Generation Workforce: From Millennials to Perennials,” 70% of organizations claim that leading such staff is critical to their success. Only 10% say they are ready to do so.

However, if you can make the leap, opportunities are waiting for you. Companies that approach age differences through a positive lens can find new ways to unleash optimal creativity, foster knowledge transfer, increase revenue, and develop happier, more fulfilled staff.

Meeting the needs of multigenerational teams

Diversity isn’t just a metric to track. This is an essential element for any business that wants to thrive in a correspondingly diverse market. Therefore, strategies that ensure different generations have opportunities to shine and belong are best suited.

Related: How to create a more inclusive workplace

• Prioritize emotional intelligence: Creating a sense of belonging in the workplace requires high levels of this essential personal characteristic, also known as EI. To cultivate it, we must be able to identify and understand our own emotions in order to effectively hold space for the emotions of others. It also means being able to recognize and acknowledge biases so that they can be effectively spotted at work among individuals and organizations.

Emotional intelligence can be taught, but the key is to consistently model empathy and reinforce this behavior within your team. Research supports this point. A Catalyst survey of just under 900 U.S. employees found that “50% of people with highly empathetic senior leaders report that their [frequent feelings of] inclusion in the workplace, compared to just 17% of people with senior leaders who are low in empathy. ”

• Maintain a curious mindset and approach openness. An open mind is essential to managing a diverse team and fostering positive communication between members. It is important for employees to listen openly to the thoughts and ideas of colleagues with different experience.

Again, ageism can be a barrier for both leaders and co-workers, with the former group including those who belittle younger employees’ ideas as perhaps “too idealistic” and older teammates who We encourage you to listen democratically and not dismiss the opinions of others as being “too idealistic.” Traditional. ” Instead, the focus should be on merit Learn about different ideas and how they can all move your company or department forward.

We referenced the Deloitte study above, but it’s helpful to highlight a company as an example of maintaining such an inquisitive mindset. In addition to being a standard-bearer in research, the company also takes pains to look back on past findings and statements, and its 2020 report urges other companies to think beyond generational labels and encouraged them to view their workforce as a haven for diversity.

Related: How to demonstrate leadership with integrity and create a vibrant workplace

• Take pride in successful methods of solving problems. When managing multi-generational or other diverse teams, it’s essential to resolve issues quickly to reduce the risk of resentment and future conflict. Consider IBM as a case in point. Lawsuits continue to be filed against the tech giant by older workers alleging age discrimination, saying the company’s goal was to replace them with younger candidates.

It is important to encourage forgiveness in the conflict resolution process. Every generation will make mistakes. Because bias can simply creep in, employees should be encouraged to directly address the resulting negative emotions in a safe space. A leader must hone her communication skills, investigate problems, explore the emotions of everyone involved, and tirelessly build new and better environments.

Related: 4 ways inclusive leaders reduce ageism

Diversity brings wisdom, experience and innovation. If we can eradicate ageism and replace it with positive, open communication, we can start celebrating and exploring our differences instead of being trapped by them.