Managing intergenerational teams in healthcare

A subject that has been close to my heart since my senior nurse days, is how intergenerational teams fit together in the 21st century.

I remember around 25-30 years ago the nursing team I was part of were all like- minded ladies, similar ages and experiences and values. Having our kids, socialising together, and enjoying our jobs. I thought at the time this set up was ideal. We got everything done, were autonomous in many ways, and patients generally got better.

Fast forward to now, and healthcare is in a very different place. It might not be typical to all get on well, have fun and laugh a lot whilst you on duty!!

Professional identities change, a new role (or an old role reinvented), staff shortages, or public/ political expectations all influence how people work together. The pace is faster, the changes in IT escalate, the stressors and demands are higher and the patients are sicker. Sometimes only half a job is done, or not at all when there is a more desperate situation somewhere else that needs your attention.

What worked 30 years ago befitted the time and the circumstances.

Team structure have changed, confident outspoken individuals who grab every opportunity they can, may leave behind the more introverted staff members. Who need more time to consider, reflect and make decisions. They may be more observant than their extrovert colleagues, noticing what others might miss. With the result that the quieter ones may feel left out or not heard.

The younger generations are more likely to accept the rapid advances in IT to support patient care. Where the older team members can’t understand why some staff have a reliance on the numbers rather than looking at, and talking to the patient. Using observation and communication skills honed over many years.

Using the analogy of a rugby team structure, each player position has a unique role and requires different skills and physical attributes. With the heavier stronger players as the forwards and the more agile lighter members as the backs. Providing maximum opportunities of having the ball and scoring tries, and requiring each team member to think for themselves for the good of the team.

One size does not fit all.

In the context of healthcare when teams are a mix of older and younger generations, complex problems find more novel solutions, and the strengths or weaknesses of both groups are balanced.

Now consider your intergenerational team in your clinical environment. Who’s good at what, who can learn from who. How can you use each other to the advantage of the team and the patient? How much do you discuss your individual contributions and development? What support do you need from each other? How do you check in with each other’s well-being and how often?

Developing respectful professional relationships with each other, and appreciating the differences between you all, allows each member the air space they need, and the recognition and value of what they bring to the team.

Where will you start?

If you would like help in managing your intergenerational team, we should talk. DM me here on LinkedIn, or visit my website at: www.jennycrompton.com

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