Generational mindset differences & similarities to get teams talking
Over the last few years - in my work as an organisational psychologist - I’ve been aware of an ever-changing dynamic within teams.
What started as a subtle shift in workplace team dynamics is becoming a much larger issue.
For example, the differences in generational beliefs and attitudes have increased team conflict which has arisen in part from a difference in work expectations and communication issues
Where some team members are expecting a high level of company commitment and a ‘nose to the grindstone’ attitude. Other team members are aware of the transience of jobs and therefore don’t have the same expectations from their job roles. Their attitude is one of ‘the job isn’t everything’ which is in direct contrast to the belief from others that ‘success comes from hard work’ and the damaging belief that pushing oneself hard - almost to the edge of burnout is what success looks and feels like!
How are these beliefs helpful?
Beliefs that damage intrapersonal team dynamics and erode the psychological safety of the organisation start as simple throw-away comments and morph into a belief system that without awareness and discussion will increase the generational differences even further.
In addition to differing attitudes to work, I have also noticed that comments on the perception that generations have for each other.
A playful comment around the coffee machine has an underlining harmful impact of affecting work relationships.
Phrases like ‘snowflake’ meaning that ‘young people are overly sensitive’ damages team morale, where team members feel that they are not recognised or valued for the work that they do.
Equally other beliefs aimed at the older generation of ‘holding on to power within companies’ without sharing knowledge or workload Is equally damaging to team relationships. A strict hierarchical organisational structure means that Millennials can see no way forward in their professional lives and without any investment will simply leave the business and find personal and professional development in other organisations or simply other professions.
?? INDUSTRY INSIGHT ??
According to a Gallup report on the millennial generation, 21% of millennials surveyed report changing jobs within the past year – more than three times the rate of other generations
Is this something you have noticed? Have you heard of these phrases - have you heard colleagues or team members agree with these phrases?
When these messages drip, drip, drip into the work culture my work has shown that it has a dramatic effect on team communication and affects team morale and feelings of resentment within teams.
The solution is in emphasising Team Similarities
Interestingly I’ve also noted that there are some similarities in the generational groups and not all generations adhere to their own generational numerical grouping.
For instance, a ‘boomer’ may not identify with the generational attitudes and beliefs that prevail within that age group, conversely, Millennials struggle with the identification as ‘snowflakes’ and feel the injustice of this comment because they feel that their work ethic and they are able to bounce back however their struggles different from previous generations and are simply not being recognised by Boomers or Gen Xs at the top of the organisation.
Look out for…..
Over the last few weeks, I’ve been sharing some videos on LinkedIn on this topic in more detail and I’d love to get your thoughts within your own organisation regarding this - let me know if this topic interests you I’d be interested to know.
Gallup report on the millennial generation, 21% of millennials surveyed report changing jobs within the past year – more than three times the rate of other generations
(Gallup Feb 2023)
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I’ve noticed a new angle emerging in these conversations and as part of my research, I’d be interested to hear your thoughts on these issues and others.?
In particular, I’ve been noticing a difference in 3 main areas including:
This is why I’ve created my impactful and successful signature talk which provides generational awareness and education about where these problems have arisen
As well as the solutions to close the generational mindset gap and decrease workplace presenteeism, and increase positivity and harmony which will mean longevity for the business.
In my keytalk, I provide insights on:
?? The differences between all generations in the workplace and the problems that this is creating in your organisation.
?? Explore the impact these differences have in the workplace and how we switch these to your advantage.
?? Introduce 5 myths that currently exist in areas such as generational work ethic, use of workplace power and generational communication differences and the potential damage these myths are causing.
?? Bust the myths giving a deeper more analytical view of what is really happening!
?? Provide solutions in the 5 key areas that leaders and employees can embrace within all organisations to achieve psychological safety and candour because the best way for the team to win is when everybody gives their opinion and be ready to debate.
This signature talk is part of a wider offering including programmes that dive into the nub of the issues with practical techniques for workplace transformation.
If you are experiencing these challenges within your organisation currently (or know someone that does) I’d love to chat with you about how I can support you.
Book a call here or hit reply and let’s talk!
The full published article can be found here https://adelestickland.com/generationalmindset/
Advising owner-managed and family businesses on corporate finance, acquisitions, MBOs and business sales in Exeter and the South West.
1 年Interesting article. I think as with most of these things, there is an issue with generalising, which suits media headlines but doesn't reflect reality and is unhelpful in that it reinforces assumptions. In our small team, I'm a 'gen-x' and work with three 'millennials' and I think we're all similarly ambitious, hard-working and sensitive. All generations no doubt have a spectrum of work-ethic and ambition, but over time, it is presumably the ambitious driven ones who stay and end up in the senior roles, whilst incoming staff begin as a mix, so it appears that the generations within an organisation are more different than they really are?