The way we think about aging is important. It’s part of our culture, and it determines our behavior. You probably have some pre-conceptions about age. Most of us do. The most common and the most limiting pre-conceptions about age is the idea that someone’s age gives you actionable information as a leader. The only thing someone’s age reliably tells you is how old they are.
Developing Beyond Perception
Great leaders let their unique visions of success define the cultures of their organizations. Multi-generational perceptions in the workplace can serve your vision — the same way any other cultural element can.
Developing an intergenerational team is similar to developing yourself as a leader. If you limit yourself to pre-set ideas, you limit your growth to what those ideas can accomplish. If you base your leadership practice on commitment to self-improvement, following your unique vision of success, then there is no limit.
The first step is a step back. Try to think critically about your age perceptions of your team members. You are a role model for your group’s culture, so the way you treat age is important.
Next, communicate your vision clearly to them. You might be surprised at how far they go and what they accomplish to support your organization.
Challenging Ideas
Your team members’ perceptions are also important. Some of these could be useful as you attempt to build intergenerational relationships and collaboration within your organization.
For example, your millennial team members have instant credibility as technology mentors for older members of your organization. That could help build skills or form certain types of relationships.
Other preconceptions are not as useful. For example, there is a theory that more experienced workers are keeping new ones from succeeding. In fact, success of older workers has a positive relationship with success of younger workers.
Using Relationships to Process Perceptions
The tool for overcoming limiting misperceptions and maximizing generational advantages is relationship-building. There are too many types of multi-generational relationships to list, but here are a few:
· Mentor-student relationships
· Complex collaborative groups
· Role model-emulator relationships
· Social or interest-based friendships
All of these are important, but the mentor-student relationship is the basic building block of multi-generational success. For example, intergenerational complex collaboration often involves temporary mentorship relationships. Interest-based friendships sometimes arise out of a more formal teaching situation.
Mentoring for Mutual Development
Mentorship is more than an opportunity for members of your organization to develop skills. An optimized mentorship relationship helps each member see past age perception to recognize the value that the other brings to the group.
There is a reason we use the word “mentor” — not teacher, instructor, trainer and so on. Mentors do more than deliver information. They listen to and value their students. As a leader, you can foster the mutual respect of this relationship to increase the effectiveness of your intergenerational team.
Leading with Culture
Age perception is part of your group’s culture. It takes dedication and time, but you can grow relationships that guide your organization to success. As a leader, what is your role in defining these perceptions?