In today's dynamic work environment, it's common to find teams with members representing multiple generations. In fact, a team can easily have five or more generations working together. This diversity brings a wealth of knowledge and experience, but can also create biases and divisions if not managed effectively.
A 2019 diversity and inclusion survey by Glassdoor in the U.S., UK, France, and Germany found that ageism is a significant stressor across all generations, with 52% of individuals aged 18-34 being the most affected.
A goal for leaders is to build teams that function with synergy, and thrive on creative flow. This requires trust and comfort among team members. However, generational differences can sometimes hinder teamwork and collaboration. As Joseph Alfred Francis noted in a recent LinkedIn article, "It’s about shifting from managing generational differences to harnessing them."
Leaders must recognize the strengths each team member brings, highlighting both individual and generational strengths and styles. Understanding generational stress points and turning them into opportunities is a crucial responsibility.
Communication styles and preferences
One area to watch for is language differences that come with generational lingo. For example, the term "LOL" was once considered young people's slang but is now commonly used in office emails and promotional materials. Slower adoption of such terms by some generations created gaps.
Communication preferences also significantly vary. Some prefer phone or in-person communication, while others lean towards email and texting. The rise of instant messaging (IM) adds another layer of complexity. These different styles can lead to conflicts if team members feel disrespected based on their preferred communication methods.
Professional attire and work locations
Generational differences also extend to professional clothing choices and preferences for in-office versus hybrid work locations. Balancing these viewpoints requires discussion, reasonable flexibility and a nimble perspective that supports the organization's vision.
Leveraging generational strengths
Being aware of generational norms and their impact on team dynamics is vital for successful leadership. Leaders should manage their teams by recognizing and leveraging these differences. For instance, younger team members may excel at using new apps, while more experienced members can provide historical knowledge. Organizing lunch-and-learn sessions can help bridge these gaps and foster team effectiveness.
Organizational culture and history
Understanding organizational culture can lead to better decision-making. Historical knowledge should be used to inform current decisions, rather than dismissing new ideas with "we've already tried that". Leaders can facilitate discussions that combine historical insights with fresh perspectives.
Promoting cross-generational mentoring
To create synergy among generations, leaders should establish cross-generational mentoring programs. These programs should emphasize collaborative mentoring, where both parties can lead depending on the topic. This approach fosters an open and cooperative energy, taking the team to the next level. It needs to be a high priority for a leader, especially if they are wanting to make big strides and strategically set their team up for success.
By recognizing and harnessing generational diversity, leaders can build stronger, more cohesive teams that thrive on collaboration and innovation.
Sherry Schaefer is the Director of Emerging Leaders at Chavender, with 35 years of experience in healthcare and fund development. Her programs at Chavender include Next Level Talent, Professional Mentoring, and Focus Coaching. Her heart-work is building a thriving philanthropic community and supporting and mentoring those who are doing the frontline work for our charitable and NFP sector. She is also a collaborator and co-author of, “Embracing Ambition: Empowering Women to Step up, Be Seen and Lead” by Jenny Mitchell.
