Picture this: A Baby Boomer, a Gen Xer, and a Millennial walk into a conference room. It sounds like the setup for a punchline or clichéd joke, but it's actually the reality in today's workforce where sometimes up to five generations can be found working side by side, each armed with particular age-based perspectives and experiences forged during vastly different cultural, technological and economic eras. Generational diversity has emerged as a powerful force affecting the way we work, communicate, and innovate in the 21st-century.
An increasingly age-diverse workforce
As I watch the American workforce transform before my eyes, I can't help but be struck by this remarkable shift taking place. According to the Pew Research Center, this phenomenon will only become more prominent as we work longer and longer into old age. With several generations now coexisting in the workplace according to the Department of Labor (see chart below), this often presents an unprecedented and unique challenge for employers. Many are seeing their work environments turn into the prime stage for a clash of inter-generational priorities, communication methods, and work styles.
Employees over 60 make up more than a quarter of the workforce
Projected size of U.S. labor force by age, according to the U.S. Department of Labor.
My colleagues and I have witnessed this tension play out in several organizations, most recently with a rapidly-growing, midwest startup. Differing ideas and expectations of not just the process of work, but of the nature of the workplace itself, are causing unwanted and costly distractions from the immediate tasks and productive goals that the company must accomplish in a highly competitive business environment. And in a world where the competition is fierce and the stakes are high, companies can't afford to be saddled with issues of incompatibility and discontent within their teams.
Such matters of workplace and team discord present a notable disadvantage in the marketplace. But beneath the surface-level of these differences lies a wealth of untapped potential. Research shows that diverse teams are smarter, more innovative, and better at problem solving – even if they might be a bit less comfortable to navigate. This can present a prime opportunity for companies to leverage the power present in the wide breadth of multi-generational knowledge and deep insights.
However, tapping into this potential isn't as simple as merely assembling a diverse team with members of all ages. In our own work, we have seen employees find it hard to navigate the intergenerational conflict that bubbles up when age-related misunderstandings take place in a close-range work environment. So how can organizational leaders create an environment where instead of growing misconceptions they can make the most of this generational goldmine?
Let's get one thing straight: stereotypes and assumptions about different generations can be limiting and divisive, and they are not easily or smoothly integrated. But if we flip the script and see these differences as opportunities, we can bring biases to light, combat them systematically, and tap into the proven upside of diverse teams.
The secret lies in cultivating and harvesting the effects of productive friction – the inevitable tension that emerges when diverse perspectives collide and which can actually lead to groundbreaking ideas and innovative solutions that might not have developed otherwise. By embracing this friction and creating a company culture that supports and nurtures its positive and valuable aspects, leaders can invite full participation, unlock the collective IQ of their teams, and reap the benefits of the unique strengths and distinct viewpoints each generation brings to the table.
But what does it take to create this kind of culture, and how can leaders create a workplace where employees of all ages feel valued and empowered to contribute their best work? Here are the actionable steps that managers can take to make the most of their multigenerational teams.
Step 1: Stop conflicts before they become problems by addressing biases head-on using public forums.
To stay ahead of developing issues, leadership must first be well aware that problems should be expected when different generations are asked to work together on a common goal. It's essential to challenge – publicly within the organization – the stereotypes and assumptions that so often color our perceptions of different age groups. As a society, we're quick to label Baby Boomers as out-of-touch or resistant to change, while simultaneously dismissing Millennials as entitled and lazy. But these generalizations are not only unfair, they're also counterproductive. If we want to fully leverage the power of a generationally diverse workforce, we must ask our team members to be willing to see beyond the stereotypes and appreciate the unique strengths and experiences that each individual brings to the table.
Step 2: Encourage open communication using a shared language of respect.
In any organization, open communication is the key to building trust and fostering collaboration. Communication is the lifeblood of a company and generational diversity has complicated it – so for an age-blended workforce, getting it right becomes even more critical. Leaders can help break down the barriers that often divide generations and foster a more inclusive and collaborative atmosphere by creating an environment where everyone feels comfortable speaking up. Acknowledging communication differences and promoting open conversations about them, management can help employees recognize and dismantle the destructive misunderstandings that so often hinder cooperation and learning from one another.
Step 3: Foster collaboration across generations.
One of the best ways to leverage the power of a diverse workforce is to create opportunities for cross-generational collaboration. Whether it's through mentorship programs, team-building exercises, or interdepartmental projects, bringing employees from different generations together can help dispel stereotypes and forge stronger connections.
Step 4: Create a culture of continuous learning.
A culture of continuous learning can benefit employees of all ages and help bridge generational gaps, ensuring that all staff members have the skills and knowledge they need to succeed in today's rapidly evolving business landscape. By offering ongoing training and development opportunities, leaders can empower their teams to stay current with industry trends and best practices, while also facilitating the transfer of knowledge between generations.
As we navigate this brave new world of generational diversity, leaders who embrace the potential of their multigenerational teams will be best positioned for success. Seeing the generationally diverse workforce as an asset rather than a challenge can open doors to innovation, creativity, and problem-solving that might otherwise remain closed. These advantages are within reach for companies willing to harness the power of productive friction, but reaping its benefits will always require intentional effort and thoughtful organizational leadership.
