Jako Hall benefits from extensive leadership experience, having worked as a captain, operations manager, and lieutenant commander throughout his career. This article will look at multi-generational work teams and how to manage them effectively to create cohesion, enabling workforces to become more inclusive, diverse, and productive.
Managing multiple generations presents unique challenges, placing the onus on leadership to learn the unique behaviors, preferences, and habits of colleagues who grew up in a different era than themselves. Age gaps between managers and team members can lead to miscommunication, hindering mutual respect between co-workers.
When two individuals find it impossible to relate to each other due to generational gaps, it can be tempting to fall foul of using harmful stereotypes, blaming solvable problems on one another rather than working together to better understand and value the differences creating distance between them. As a result, job performance and productivity can be negatively impacted.
To move past this and realize the numerous benefits of cross-generational work requires introspection and a proactive approach. It is crucial to challenge harmful stereotypes and generalizations which, for the most part, are problematic, according to the director of leadership and development at Miami University’s Farmer School of Business, Megan Gerhardt.
The five main generations in the workforce today are:
- The Silent Generation: Born 1925 to 1945, they are renowned for being loyal but traditional.
- Baby Boomers: Born 1946 to 1964, boomers are reputedly collaborative but resistant to change.
- Generation X: Born 1965 to 1980, Xers have a reputation for being independent but bleak.
- Millennials: Born 1981 to 2000, Millennials are generalized as driven but entitled.
- Generation Z: Born 2001 to 2020, they have a reputation for being progressive but disloyal.
Gerhardt contends that the first step to overcoming age bias is debunking these myths, instead developing a mutual respect for one another. As she suggests, most generational conversations in the media today center around clickbait headlines and false stereotypes. By assigning overarching or negative characteristics to each group rather than taking the time to understand the important differences between generational identities, this implies that their beliefs, values, and goals are fundamentally flawed.
In reality, what people value on an individual level is often introduced and influenced by events beyond their control and dictated by their experiences at the beginning of their life and careers. Each generation started out in their working life under different conditions, which ultimately helped mold their preferences, sense of purpose, and drivers for success. Take for example an employee who entered the workforce in 2008, during the Great Recession. They are likely to value routine and job security, preferring a predictably nine-to-five schedule and a five-day working week.
The problem with age stereotypes is that people often go too far in assuming that everyone who belongs to a particular group reacts to generational milestones in the same way. These assumptions are often erroneous, making workers feel judged and siloed before they even step into the office. According to a 2017 study by NIH, employees who feel threatened by age-related stereotypes regarding work performance are less orientated towards long-term professional goals, less able to commit to their current role, and ultimately less adjusted psychologically.
A wider representation of different age groups has introduced new values and beliefs to the workplace. Topics that were traditionally considered taboo such as gender roles and mental health are becoming widely discussed in modern professional settings. Megan Gerhardt suggests managers and co-workers should avoid making assumptions based on a person’s age, instead educating themselves on the realities faced by different generations throughout their careers. Understanding these nuances is intrinsic to intergenerational acceptance and cohesion and is even more important when it comes to managerial roles and business leadership.