Change is inevitable, but not always easy. As a change leader, you need to navigate the diverse and sometimes conflicting needs of different generations and cultures in your organization. How can you do that effectively and respectfully? Here are some tips to help you balance the needs of different generations and cultures in change leadership.
The first step to balance the needs of different generations and cultures is to understand them. Different generations and cultures may have different values, preferences, expectations, communication styles, and learning habits. For example, baby boomers may value loyalty, stability, and authority, while millennials may value flexibility, collaboration, and feedback. Similarly, high-context cultures may rely more on non-verbal cues, relationships, and indirectness, while low-context cultures may prefer explicit, direct, and task-oriented communication. By understanding these differences, you can tailor your change messages, methods, and strategies to suit your audience.
Literally talk to them. You'll probably find there aren't actually that many truly different needs. But we like to give ourselves extra hurdles by telling ourselves a different story.
Focus less on the very generalised differences between generations or cultures for that matter. People cannot be generalised, some find changes hard others thrive in an ever changing environment. And you find both types across generations and cultures. Focus on the people, know your stakeholders, listen, learn and adapt your change strategy.
Put aside politics, religious beliefs , institutional racism and sexism. This generation is exceptionally fluid and talented and looking for mentors. Be their mentor.
Averaging human needs using typologies is a production mentality. Chicago’s late-1800s meat packing industry was among the first U.S. industrial assembly lines. When Ford Motors Company adopted the assembly line (1913) it had become a new metaphor shaping management thinking about processing humans through their useful life as employed beings. On the one hand it was about meeting human needs to facilitate productivity. On the other, it was about achieving economies of scale and maximizing margin as it relates to the cost of meeting human needs. Creating and sustaining typologies is an industry of its own, from actuaries to HR/Diversity Consultants. Understanding why we are being typed is more important than just knowing our typology.
In my experience to immerse yourself in a different culture requires authentic listening, setting aside judgements on what should be known favour for appreciation what is. Be in generational differences, origin stories or preferences- adopt the learning posture always.
The second step to balance the needs of different generations and cultures is to appreciate their similarities. Despite the differences, there are also commonalities that unite people across generations and cultures. For example, most people want to be respected, recognized, and involved in change. Most people also want to understand the purpose, benefits, and impact of change. By focusing on these similarities, you can build trust, rapport, and engagement among your stakeholders.
Absolutely people want to be respected, that is a given. If the change feels railroaded, respect will be non-existent. Most will want to be involved with the change, which takes us back to the first point - understanding the differences. When staff feel heard, they feel involved. When staff are part of the exploratory phase, they feel involved. Don't have all discussions come from the just the top. Involve those all the way down the chain that will be impacted with the change, and if all cannot be involved, bring in selected individuals from the various business areas. This is how you will be able to appreciate similarities better - by being a team.
This is how we bring people together, being clear on the purpose and building a culture of respect will go a long way to creating the culture that enables people to be their best selves.
In the realm of change, understanding diverse needs across generations and cultures isn't just a strategy; it's the heart of successful change leadership. Our workplace is a diversity of cultures, each bringing unique perspectives and strengths. Recognizing and appreciating these differences is vital. By valuing cultural diversity, we create an inclusive environment where every voice is heard, and every perspective is respected.
Studies show a direct correlation between human intelligence and the ability to focus. As the smartphone becomes more svengali-like, we lose the ability to concentrate, and unsurprisingly, research records an ongoing decline in global IQ over the last two decades. Sadly, it's not just our IQ that's impacted, but social norms and mores are also changing profoundly, with antisocial media having a desensitising impact on EQ. As we gaze through this smartphone window into the digital abyss, the abyss stares back through the windows to our soul and finds us wanting...[and triggerable]. The times they are a-changing - and, at the very least, can be described as…interesting.
The third step to balance the needs of different generations and cultures is to communicate effectively. Communication is key to any successful change initiative, but especially when dealing with diverse groups. You need to communicate clearly, consistently, and frequently, using multiple channels and formats. You also need to listen actively, empathize, and address concerns and questions. Moreover, you need to adapt your communication style and tone to match the preferences and expectations of your audience. For example, you may need to use more stories, examples, and visuals for high-context cultures, and more facts, data, and logic for low-context cultures.
This section is much to generic to provide actionable help for a reader who is interested in the topic. If we talk about communicating it is very important to have also specific examples of e.g. how, to whom, reasons why you would address different generations differently. Examples are missing of what frequency e.g. would and all the other suggestions might mean. Maybe it would be better to give a shorter overview about the why effective communication is important and a reference to how in other articles
No shit Sherlock. You need to communicate clearly, consistently, and frequently, using multiple channels and formats? Crikey, pull the other one it's get bells on it.
Communicating consistently and effectively cannot be understated. Not just at the end of a change but at every step. Communicating appropriately at each level of the org from the outset, throughout and while sustaining the change is key to success. It should never be an afterthought. Addressing generational and cultural differences in the comms strategy will only amplify support for the change.
While this is generic, specifics can be useful! For example, it’s important to consider how is tone and syntax vary across cultures and demographics. I’m thinking for example of function in dm/text, which can unintentionally add negative tone communicating with younger generations.
This is key. As a leader it is hard to make time to listen, and read the room. Engagement looks different and may require a multi model approach. What I have found that works really well is to create an easy way to engage in simultaneous webinar style communication by having live video chat, text chat, and anonymous contributions. I then will have a different team member lead the agenda and session to allow for different ways to engage and learn from each other. For each session we have an after action review to collect comments about what worked well, what could be improved, and anything new that we learned (tool tips, engagement style, setup, etc). It is all non judgemental and provides open communication options for everyone.
The fourth step to balance the needs of different generations and cultures is to involve and empower them. Involvement and empowerment are essential for creating a sense of ownership, commitment, and accountability for change. You can involve and empower your stakeholders by soliciting their input, feedback, and ideas, by creating cross-functional and cross-cultural teams, by delegating tasks and responsibilities, and by providing training and support. By doing so, you can leverage the strengths, perspectives, and experiences of different generations and cultures, and foster a culture of collaboration and innovation.
In my personal experience specific councils can be a great accelerator to bring together likeminded people that have a high motivation in contributing towards growth. By bringing them "to the table" you strengten the culture as well give people a voice.
In my 25 years as a change agent, micro management has never been in my toolkit. Hire the right people, regardless of culture, age or any other identifier, give them a clear plan, mandate and goal and let them go! Empower them and be there when they need support. Lead with an open door and safe space policy and watch them soar!
Consider reading Frances Frei and Anne Morris's book Unleased. It's the unapologetic leader's guide to empowering everyone around you. Read it.....Action on it Then make it a habit to truly enpower those around you in both your personal & professional life
The fifth step to balance the needs of different generations and cultures is to recognize and reward them. Recognition and reward are important for motivating, encouraging, and celebrating your stakeholders for their contributions and achievements in change. You can recognize and reward your stakeholders by expressing gratitude, appreciation, and praise, by providing incentives, bonuses, and promotions, and by celebrating milestones, successes, and learnings. However, you also need to be mindful of the different preferences and expectations of different generations and cultures when it comes to recognition and reward. For example, some may prefer public recognition, while others may prefer private recognition. Some may value monetary rewards, while others may value non-monetary rewards.
My book "Leaders Are Not Prophets" is available on Amazon.com & worldwide, link is below
Recognitions and rewards are only done when you create a quick win to celebrate. There is nothing wrong in recognizing and rewarding (depends on the budget availability) the employees during change however don't reward only high performers. You can recognize high performers however all people involve or impacted by change need to have the same reward, why? Change brings new competencies and processes and not all have the same learning style and pace. Rewarding fast learner will demotivate others. Your goal is to ensure change is successful and it is only important when everyone is involved and motivated.
However you do it, make it genuine. I have seen a lot of examples where it was just a "must" for the firm. Rather less but truly meant. The trust from the people will follow.
Interesting post and comments. We are celebrating monthly the best improver, in this way you engage the whole organization and have focus on the key 2-3 areas the teams can improve. They also then learn from eacother by getting curious on what the winning team did. It creates both recognition, team engagement and a bit of friendly competition. We call the initative: ?Passion for performance? and have linked it to our ?Passion for people?focus in our competence centre. All the best, Kristina
It's important to understand what people value in order to recognise and reward them appropriately. Spend time with your people, get to know them and as a result you will work out how best to recognise their efforts.
Sometimes it can be a simple coffee chat to recognize a colleague's hard work. Other times it can be giving an employee a bonus along with a raise. Each leader needs to think about the needs of their team, and what they can do to make their team feel cared for, heard, and respected. These values are fundament for talent retention.
The sixth and final step to balance the needs of different generations and cultures is to learn and improve. Learning and improvement are essential for sustaining and enhancing your change efforts, and for developing your own change leadership skills. You can learn and improve by collecting and analyzing feedback, data, and results, by identifying and addressing gaps, issues, and risks, and by implementing and evaluating changes and improvements. You can also learn and improve by seeking and applying best practices, lessons, and insights from other change leaders and organizations, especially those that have successfully balanced the needs of different generations and cultures.
Move fast and fix things. Google that. It's another great book on leadership and strategy :) Speed should not always get a bad name when you have already established an environment of trust.
This feels like it’s missing the most important piece: to be curious and authentically open to feedback. We can only learn and improve when we listen to others with curiosity, set down any defensive reactions we feel initially, and communicate through our response and actions that the feedback is not just welcomed, but valued.
Always, and such a simple concept, which is often overlooked - learn and improve. Continuous improvement should be embedded into every process. Being open minded to how others work can afford the opportunity to see what is best practice elsewhere and explore these options in your own business. Having exposure to many environments within an industry can provide this knowledge to leaders and managers. My personal exposure has allowed me to evaluate what works, and take that knowledge forward to assist with others. On the other hand, being able to identify gaps and risks, will be essential to making improvements and taking steps to fill those gaps and minimise risk. Be willing to keep learning throughout your career.
Coming from an education background working as an autism service provider, I am constantly learning and educating myself on my student's unique challenges and how I can help them grow in their self-confidence and skills. I firmly believe all leaders should approach leadership with humility. Be open and honest with what you don't know, people can see through feined confidence. Be willing to ask for help. Apologize for mistakes made. There is nothing more poisonous to company culture than self-centred pride and eager.
Be open-minded and recognize individuality - but be prepared to set, monitor and enforce the ground rules. No sacred cows is a good starting point- and running dual systems because staff can't let go helps no one. Agree as a team, own the decision and move on - relitigation undermines leadership and process.
A balanced mix of generations and cultures in leadership is price of admission for organizational success in today's diverse and interconnected world. It uncaps human capacity thru understanding, stimulates innovation, instills adaptability, improves employee satisfaction, and cultivates ethical decision-making while helping companies navigate global markets and cultures effectively.
Dividing us into generations is a way of categorizing swaths of us based on arbitrary periods in which we are born. Yet, birth, growth, learning, and aging are universal. The contexts in which life stages occur can influence worldviews, but it’s about far more than time markers. While generational categorizations can provide limited insights, individuals within any generation can have widely varying experiences and perspectives based on factors such as socioeconomic status, geography, technological, and personal familial circumstances. Generational labels can thereby mask things we have in common, and rob us of crucial relationally unifying opportunities. Don’t let actuarial statistics create pseudo boundaries between you and opportunity.
It is always best to keep an open mind when change is afoot. The most likely sceptic, in my experience, has been the greatest advocate for the change - especially new technology. Alongside this, the person who has asked for the change to be explored, ends up being the biggest obstacle. As someone that is communicating that change, be prepared for anything.
We tend to use the Kubler Ross change curve (Google it). People’s needs at each point through the change curve are different, regardless of generation, and you need to ensure your communications and engagement are covering those bases. Younger generations in particular value having their say on topics. The more you can involve people in designing the change, the more they will own the finished solution.
People are still individuals. Depending on the effort and size of your stakeholder base, get to know everyone with an informal kickoff meeting. Spend time listening. See who shows up, who doesn't, who is late and who stays until the end. Engage, but don't BE the engagement. Encourage everyone to take a fun personality quiz, and get people to align to their colors, and see who else on the team shares the commonality with each other. The way we engage is a factor of more than just generation and culture, and includes socioeconomic, family, and situational factors that can't be attributed to just culture and generations. Taking the time to invest in this emotional learning will benefit the change long term.