Multi-Generational Workforce - Challenges and Opportunities

As organizations transform and attempt to develop relationships and understanding, it might be worthy to ask your leadership teams, "How do we as leaders use the knowledge of generation differences to bridge the gaps and effectively build relationships?" "Does our organization plan or how does it plan to evolve with the aging and upcoming workforce?"
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Opinion: Consider how each generational culture transforms from the previous...

Generational gaps are very real and are more about cultural differences derived from environmental legacies. Each generation seems to define its values through the environmental experiences of their times. The differences we are bridging are between the culture we defined within our generation and the legacy environment (created by our decisions, blended with the creativity of the next generation) in which the next generation defines its values systems. If you can look at these generations through the lens of societal environments and legacy transformations, you might find it easier to relate knowing that the differences are derivatives of time, place and events. The level of strife or lack thereof, necessary to survive, such as availability of resources, economies, war and social injustices, are factors that shape generations.

Each generation responds to externalities with common needs of emotional and physical self-preservation, and social acceptance. There are now more than 7.3 billion people in the world. Technology has become a conduit for mind melting across diverse corners of cultures. It should be no wonder as the current and next generations develop a world view culture where relationships span the globe; a sort of pollination of ideals and values. How will we prepare for and capitalize on the generations to come? Does the organization anticipate or consider a correlation of environmental (and technological) changes and project cultural outcomes? From the view that we are inherently connected to the next generations by shaping the present, we might find some commonalities and learn to relate with appreciation and acceptance. Moreover, we might consider the long term implications of our decisions and the power to shape next generation cultures.

From a business perspective, understanding and appreciation can lead to maximizing our human resources. Underneath the veil of generation gaps are extraordinary talents that might be more equipped for future challenges. Tapping into talent pools we don't fully understand (and it works in both directions of generations) is important if we want to fully employ human resources. Equally important are leadership challenges if we fail to achieve cross generational acknowledgement. These have real bottom line implications in the form of turn-over, productivity, and individual value added contributions. While cultural differences have been in thoughtful consideration for decades, recognizing and managing to these is the new frontier in sustaining competitive advantage and talent management.

What does your organization do to actively integrate and synergize different generations of employees?

How do you prepare young leaders to lead more senior employees? Conversely, how do you prepare more seasoned leaders who might be two generations (or more for that matter) away from their essential workforce? Self-assessments and training will help build awareness, but in the end, engagement must occur... like breathing... and it comes down to leadership and relationship building. But who waived the magic wand and suddenly the leader has full understanding of their direct reports? For the most part, we can turn to a stream of fundamental values that nobody can deny such as respect. We might also receive some training or attend a Webinar to help us better understand the ideas and actions that flow from other generations. However, if we don't go beyond the basics, or we rely on expectancy because it's in a job description or covered in training, we are going to be left starving the organization from a wealth of energy spent on conflict and resolutions instead of ideas and growth.

Embracing (even celebrating) talent with enthusiasm for what they might bring to the table, with an open mind and a passion for different views is a beginning. Genuine interest in others is always rewarding for both the giver and receiver. It evokes a sense of acceptance and trust, and people begin to communicate more freely. Like all permissions, trust cannot be violated without consequences to the relationship... and therefore to the business, so we should recognize the frailty of relationships. Not everyone shares this kind of passion, nor is it acceptable in all situations to permit unbridled actions - for all organizations. There are certainly boundaries that must be observed and there is a need for balance (between one's personal inclinations over allowing someone else to participate) and finesse (the way in which we influence the protégé, or report), which are typically developed with experience and mentoring rather than in a classroom. 

Developing leaders to be more adept at managing cross generations of employees will probably require time, training and very good dialogue between gens. How multiple generations feel about themselves, their associates, and the organization they serve is personally defined and ultimately unique, but still influenced by time and place. Knowing this, organizations might benefit from a mentor/protégé program that also facilitates knowledge of generational gaps and educates leaders on effective communications and the strengths of each generation group.

An active approach, with good planning, to this issue may reduce the risks that surface resulting from conflicting ideas. The consequences for a passive approach can be costly and short-sighted. The decisions we make will shape the way present and future generations think about fulfilling their needs and wants. As an organization, we might ask ourselves, "what is the cultural legacy we want to create or see in the future, and is it aligned with the outcome we might anticipate generated by societies?" If our approach is rigid, we may miss the target - that of what societies produce in future generations. But what if we anticipate with a vision of where the world might be heading (culturally speaking), and we do so with fluidity over time? Imagine how an organization might state its mission, vision, and values; how it might plan to be accepted by a multi-generational workforce. 

How does your organization develop its leaders to be generational leaders?