Why multigenerational teams are the answer to ageism

For women in the corporate world, especially those striving for leadership positions, gendered ageism is a problem at every stage of professional development. Entry-level women suffer from “youngism” or seeming too junior. Women who are starting families are seen as otherwise occupied. And as of middle age, women have to contend with “oldism,” or being viewed as irrelevant and/or past their prime.

In a Harvard Business Review article based on a survey of nearly 100 professional women, gender and leadership researchers Amy Diehl, Leanne M. Dzubinski, and Amber L. Stephenson found that for their study subjects, no age was the right age to be a woman leader. “There was always an age-based excuse to not take women seriously, to discount their opinions, or to not hire or promote them,” they write. “Any age can be viewed as ‘the wrong age’ for a woman,” they conclude, because there is always a reason to question a woman’s capacity and fitness for leadership.

Sound like a vicious cycle? It is. The confluence of sexism and ageism acts as a powerful force that keeps women from advancing over and over again. But there’s a safe way to stop the spinning, and it involves old and young alike.

Call them intergenerational alliances or multigenerational networks, but call them. As people at different stages in their careers join forces, they see each other for the people they are and the skills, abilities, and information they have—not for the number of candles on their last birthday cake or as part of a certain cohort.

Mixed-aged coalitions foster mutual understanding, mentorship, and collaboration. As Diehl, Dzubinski, and Stephenson point out, “Middle-aged and older employees have years of experience, while younger employees have perspectives from growing up in a more recent time.” Groups that include women of all ages enable all members to expand their professional networks and access diverse perspectives and resources. By connecting with colleagues of all ages, women can tap into a broader range of opportunities, mentorship connections, and career advancement pathways. This cross-generational networking promotes inclusivity and solidarity, and strengthens bonds within the corporate community.

Interacting with women from different generations also upends stereotypes associated with ageism in the workplace. By witnessing each other's capabilities, contributions, and achievements firsthand, women can debunk myths and misconceptions about age-related competence or relevance. This collective empowerment promotes a culture of respect, appreciation, and recognition for women of all ages.

And, not surprisingly, what’s good for women of all ages is good for businesses of all stripes. “Age diversity in the workplace yields better organizational performance while perceived age discrimination creates lower job satisfaction and engagement,” Diehl, Dzubinski, and Stephenson write. “Similarly, gender diversity also matters. Organizations with diverse leadership teams perform better, especially in times of crisis; earn more; and have lower turnover.”

Research by the Living, Learning, and Earning Longer Collaborative Initiative , a joint venture of AARP , the World Economic Forum , OECD - OCDE , and more than 100 global employers, supports this. Their research finds that most corporate leaders are well aware of the magic of mixed-age teams.

They find that eight in 10 global leaders recognize the value of a multigenerational workforce. That said, only 6% of them have implemented unbiased recruiting processes. It’s time to change that.

We have many inputs that prove why intergenerational teams are good for employees and for business. Now it’s up to companies to ensure they are shepherding these initiatives to create sustainable workplaces that recognize the “magic” of collective empowerment.

Are you part of an intergenerational team? I’d love to hear about it.

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