The parallel facing many managers today is how to blend
diverse age groups and cultures in ways that create a pleasant
workplace with high productivity.
Researchers say that by 2020, five generations may be
working side by side in offices and factories. Looking 40 to 50
years ahead, they predict that the number could rise to seven
generations as life expectancy continues to increase and work
lives lengthen along with it.
Because this is occurring for the first time in history, there
are few precedents for leadership in such an environment,
which opens the door for plenty of challenges. How do you
integrate age groups with different backgrounds and future
goals? How do you motivate or relate to someone older or
younger than yourself?
The terminology for keeping all these balls in the air is
“cross-generational leadership,” and the juggling takes
practice and planning. Being sensitive to differing needs and
desires is important, but understand that too much emphasis
may be divisive. Here are several ways to effectively bridge the
divide between the generations on your team, while simulta-
neously leading them all to success:
1.
support mentoring between
groups. This is referred to as “cross-genera-
tional interaction.” Tech-savvy millennials may feel
they have an important edge over older workers, but boomers
may have experience millennials lack. Retaining the best of
both is the goal.
Have you heard the adage, “teaching is learning?” It’s true.
Encouraging knowledge-sharing among and between genera-
tions can improve how people work together. Encourage
younger workers to seek the wisdom and experience of older,
“senior” employees and older workers to appreciate the fresh
viewpoints and technological prowess of the younger group.
As they teach each other, they’ll actually be learning
themselves.
(conTInUEd on PAGE 50)
Mentoring goes both ways!
Encourage members of your staff
from different generations to learn
from each other.
48
PULSE
■
March/April 2018