generational diversity in a way that
ensures happy and productive outcomes
for individuals and organisations
is undoubtedly one of the biggest
challenges our leaders are about to face.
Whilst we all recognise that diversity
can be an asset rather than a liability,
it is up to us to make the most of this
shift in demographics. If we don’t and
instead merely opt for the ‘go with the
flow’ approach we risk confusion, loss
stereotypes that abound so the first
thing we need to do is move beyond
the labels and dispel them. Falling
into the trap of judging what is good
or not good about one generation or
which one is better only serves to widen
the gap rather than unite it. Instead,
finding areas of commonality on which
to build and strengthen relationships is
key if we are to develop the capacity to
embrace the differences.
FINDING AREAS OF
COMMONALITY ON WHICH
TO BUILD AND STRENGTHEN
RELATIONSHIPS IS KEY IF WE ARE
TO DEVELOP THE CAPACITY TO
EMBRACE THE DIFFERENCES.
of relevance and contribution, which is Interestingly Jennifer Deal, author of
dangerous for both our own careers and Retiring the Generation Gap, noted that
the businesses that we lead.
each of the generations of working age
valued the same things.
Nurturing multigenerational diversity
is not just about merely accepting our
“Everyone wants to be able to trust
differences it is about recognising the
their boss, no one really likes change,
strength that lies in them. It is about
we all like feedback and the number of
ensuring our workplaces actively
hours you put in at work depends more
value and desire these differences and
on your level in the organisation than
demonstrate this from the moment
on your age”.
people join to when they leave.
Whilst people of different ages do
We are all aware of the generational
see the world through a different
GLOSS JULY 2015 25