Pulse September 2020 - Page 29

positive impact, solve social and environmental challenges, work with a diverse group of people, work for a company that’s respected in their industry, do work we are passionate about and become an expert in our field. The truth is that we’re not all that different. I advise multigenerational teams to focus on what brings us together, not what divides us. Everyone wants personal meaning and purpose at work. If we can figure out a way to provide personal purpose, where everyone has a sense of how their role aligns with the greater team’s purpose, everyone wins. P: Do you have any tips or practical exercises for increasing communication between a spa’s oldest employees, such as baby boomers and Gen X, and its youngest employees? S: I also recommend fostering intergenerational collaboration through coleadership. By co-leadership I mean having an older employee with more spa industry experience, like a baby boomer, co-lead a project, alongside someone who is much younger, like a Gen-Zer. That way, the Gen-Zer is going to learn so much from the baby boomer with a lot of skills and experience. Moreover, the baby boomer will be exposed to new ideas and new ways of thinking from the younger employee. They’ll gain more respect for each other, build trust and realize that they’re stronger when working together. Mentorship and reverse mentorship programs can also be a great way to foster more dialogue across generations. Even the simple habit of having weekly ‘Lunch and Learns’ for your team, where different employees share something they know or something they want to talk about, will help foster multigenerational communication and connection among your employees. n “Mentorship and reverse mentorship programs can also be a great way to foster more dialogue across generations.”