We now have five distinct
generational cohorts in the modern workplace. With young at heart Traditionalists
wanting to still make an impact, Boomers delaying retirement and post-Millennials
now emerging, it is getting interesting out there! Throw in us grumpy GenXers
and a whole bunch of wacky Millennials, I have been thinking out loud about
what interesting times we now live and lead in!
Recently, I had an opportunity
to present a workshop on Multi-Generational Leadership for the alumni of a
prestigious business school with my great colleague, Kelly Noble (the most
un-Millennial, Millennial I know!). Just presenting to such a life-span diverse
audience was fascinating along with the dynamics that emerged. Whereas there is
an entire cottage industry of speakers, books, and curriculums that highlight the
Millennials in the workplace, such efforts are insufficient because they only
address one cohort, albeit now the majority one. In order to be leadership
effective, therefore, leaders need to attend to key principles in leading a
cross-generational teams. These are purposively broad since we need to be very
nimble in our approach. Essentially, leaders who have age-diverse teams should
focus on the following:
Generationally Inclusive –
It all starts
with the driving belief that ALL
ages add value to workplace. Unfortunately, even
in this time to heightened sensitivity to diversity issues, age discrimination is rampant and the most
unchecked and unmonitored. The very fact that some career advisors encourage older
candidates to not include years of graduation and employment chronology is
telling. Instead, as leaders we should hire for and focus on candidate’s assets
versus any age-assumed deficits What
a great opportunity we must capitalize on the years of experience and wisdom of
perhaps an older candidate and the innovative digital skills and energy of younger
ones. Within work units we can match
older team members with younger ones for intentional “Mentoring/Reverse Mentoring”
where skills and wisdom are cross-pollinated.
Constantly Adaptive –
As leaders, we need to be incredibly
nimble and adaptive when it comes to leading, especially when leader across cohorts.
Do we have Leave Policies that now capture the preferences of modern-day
parents? Do we allow team members the flexibility to care for their aging
parents? Is work scheduled and located in such a way that it allows for flexible
schedules and time zones but at the same time fosters consistent contact and interaction
among team members. Are we encouraging “micro-internships” for younger workers
so that they can gain the skills they are so often accused of not having?
Skills-Based Instructive –
The
multi-generational workplace is the perfect conduit for 360 Learning up, down,
and across generations. Organizations and units that are not learning are soon out
paced.
As
a leader, you should ensure that communication, tech/digital skills, people-facing
communication/interpersonal and business process skills are front and center
along with industry-specific innovations.
Talent-Focused Innovative –
Whether
you realize it or not, the improved economy has started a veritable “arms race”
for talent. If we want the best person for the roles we need to fill, then we
need to expand our notions of the “ideal candidate”. We need to be focusing
more on what is RELEVANT versus what is RECENT. In other words, there could be
skills and competencies some candidates have already mastered. Accordingly, we
should hire for: what author and speaker Tim Elmore calls the 3 Cs - Competence,
Character, and Chemistry as opposed to age
assumptive skills sets. In short, our focus should be on what candidates
can DO versus what they ARE!
Contribution Celebrative –
Perhaps
one of the most important leadership maxims is that “what you reward gets repeated!”
We should be cautious about what we are over emphasizing and what we are over-looking.
We can do that by expanding our view of what constitutes a noteworthy “contribution”.
Our reward systems and metrics cannot exclusively rely on money metrics. We
should also include new innovations, increased efficiencies, client
satisfaction and retention, etc. In such a structure, younger, less experienced
team members know they are making significant impacts along with their more
business savvy seniors.
The bottom-line is this. If
you have been in your role for nine months, you “own” that job. Your success
will eventually be dependent on the team you have assembled. Make it great one
by making it an inclusive one!
As always if I can help you and
the people you associate with Get Better, Be Ready and LEAD OUT LOUD, I invite
you to contact me.
Yours in leadership,
Bill Faulkner
Independent Coach, Speaker,
and Trainer with the John Maxwell Team TM
Email
= bill@outloudinc.com
For more information on the
John Maxwell Team, please visit
