With older generations living longer and leading healthier lifestyles, amazingly there are now five generations in the workplace! Each generation brings a distinct style and strength to the workforce. Authors Twiana Armstrong, Kimberly Layne and I discuss how leaders are responding to intergenerational dynamics.
Kimberly Layne: https://www.kimberly-layne.com/
Twiana Armstrong: https://linkedin.com/in/twianaarmstrong
#Roaring20s #Roaring2020s #leadership
Leadership historians capturing business and workplace cultures will write extensively about these times – yes, about Covid-19 and the other pandemics that have beset the business world, and also about resources, human resources. With longer life expectancies, 5 generations now occupy the workplace. Leaders must focus on developing a culture of collaborative agreements, harmonious engagements and cohesive team building. Understanding how to manage, develop, train and lead each generation is one of the pathways to success. Research shows that the 5 generations: traditionalists, baby boomers, gen X, millennials also known as gen y and the gen z’s, each have unique characteristics that motivate and incentives their behaviors. In order to execute goals and engineer expectations, leaders must be well versed in these characteristics. These are just a few offered by Intergenerational experts for those leading multi-generation teams:
- Match the workforce to the customer base.
- Create councils and boards that are intergenerational.
- Pay attention to employee demographics.
To quote intergenerational expert Haydn Shaw, “Every generation in the workplace has value, each has their own strengths, their own weaknesses, and their own unique tenets. Each is indispensable and when they come together as a synergistic force, they can be unstoppable.”
Leaders, let’s talk, share your tips on how you successfully lead intergenerational teams.
That’s such a great point about having five generations in the workforce now, with each bringing a distinct style and strength.
One of the things that I’ve observed, is how the education of younger generations is influencing their expectations in the workforce.
For instance, when my kids were going through elementary school, the classroom structure was so different than when I went to school. It was much more of a Montessorial style, which promotes collaboration and self-direction, whereas my classroom, all the desks were lined in rows, facing the front of the classroom, looking at the teacher. The teacher stood up at the front of the classroom and taught us and interaction etween students was discouraged.
my kids’ classrooms were very different. All of the desks were in pods and all the kids were facing one another.
That structure encouraged the kids to learn from one another as much or more than learning from the teacher.
This classroom structure instilled a sense of collaboration and self-direction. And my kids experience that style throughout their formative years.
These school experiences shape expectations for how they will engage in the workplace. They expect to have that same sense of collaboration, self-direction and empowerment. They assume they will have a say about what work gets done and how it will be get done.
Leaders from older generation will benefit by understanding these expectations of Gen Z and younger millennials. Doing so will improve employee retention and create a more motivated workforce.
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