Our last blog … Successfully Incorporating Generation Z Into Today’s Multi-Generational Team … addressed recognizing the impact of today’s youngest group of employees into the workplace and the things that differentiate them related to goals and attitudes toward a balanced life. You can read this HERE if you missed it.
This blog … Part 2 of the multi-generational workplace challenges … will explore ways to develop and build acceptance within and among all age groups. As each group offers clear attributes that will help the organization thrive, making this a goal can translate to increasing the success a company can achieve.
To clarify here are the primary age/generational make-up found in organizations today:
Generation Z Late teens to mid-twenties Millennials Late twenties to early forties Generation X Mid-forties to late fifties Boomers sixty to sixty-nine
As the younger age group (Zs) joins the workforce, it becomes essential for organizations to foster an inclusive environment where members of older generations feel comfortable and accepting of their new
colleagues. Bridging generational gaps and building acceptance involves understanding the unique characteristics of Gen Z and addressing potential concerns of older employees. Here are strategies to build a cohesive, multi-generational workforce.
Educate and Raise Awareness Understanding the unique traits of Gen Z is the first step in building acceptance. Organizations should provide educational sessions to help Gen Y and X members understand their new colleagues’ perspectives, work styles, and values.
Workshops and Seminars: Conduct workshops highlighting Gen Z’s characteristics, such as their tech-savviness, preference for flexibility, and value of diversity and inclusion.
Guest Speakers and Panels: Invite experts and even Gen Z employees to share insights about their generation.
Promote Intergenerational Collaboration Encouraging collaboration between generations can help break down stereotypes and build mutual respect.
Cross-Generational Teams: Create project teams that include members from different generations. This allows for the sharing of diverse perspectives and skills.
Mentorship Programs: Establish mentorship programs where knowledge flows both ways. Older employees can provide industry insights, while younger employees can share technological knowledge.
Foster Open Communication Clear and open communication is vital to addressing any concerns and fostering a culture of acceptance.
Regular Feedback Sessions: Encourage regular, two-way feedback sessions where all employees can share their thoughts and suggestions.
Open Forums: Hold open forums or town hall meetings where employees from all generations can discuss their experiences and expectations.
Highlight Common Goals and Values Focusing on shared goals and values can help unite different generations within the workplace.
Unified Vision and Mission: Reinforce the company’s vision and mission that aligns with the values of all employees, such as commitment to excellence, innovation, and social responsibility.
Team-Building Activities: Organize activities that emphasize teamwork and collaboration, such as retreats, workshops, and social events.
Implement Flexible Policies Recognize that different generations have dissimilar needs and preferences when it comes to work-life balance and flexibility.
Flexible Work Arrangements: To the extent possible offer flexible work hours and remote work options to accommodate different work styles and life stages.
Personalized Benefits: Provide a range of benefits that cater to various life stages, such as childcare support for Gen Y and health benefits for Gen X.
Leverage Technology to Bridge Gaps Technology can be a great equalizer and a tool for fostering collaboration and communication.
Digital Collaboration Tools: Use tools like Microsoft Teams or Zoom to facilitate communication and collaboration across generations.
Technology Training: Offer training sessions to help Gen Y and X employees become more comfortable with the latest technologies that Gen Z may be more familiar with.
Promote a Culture of Inclusion Creating an inclusive culture where everyone feels valued and respected is essential for building acceptance.
Recognition Programs: Implement recognition programs that celebrate achievements and contributions from employees of all generations.
Celebration Events: Host events that celebrate milestones and successes, allowing employees to bond over shared accomplishments.
Encourage Lifelong Learning Promoting continuous learning and development benefits all employees and helps bridge generational gaps.
Learning Opportunities: Offer workshops, courses, and training programs that cater to diverse interests and skill levels.
Knowledge Sharing Sessions: Encourage employees to share their expertise and experiences through presentations, lunch-and-learn sessions, and peer-to-peer learning.
Conclusion
Unfortunately, in working with organizations of diverse types across many fields, it becomes apparent that bringing new and younger employees into the workplace is often not a smooth occurrence. They think differently related to the lives they envision and want. They have different skills especially related to technology. They have a certain impatience related to achieving the goals they have. Incorporating these people into an established company made up of older employees does not make for an automatic smooth ride. One big and challenging impact is putting the assorted team of people to feel at odds with others. It can create a sense of competition between employees with each group wanting to demonstrate their way is best. Rather than building a well-oiled team, the result is often a divided workforce which fails to serve any and, overall, the company.
Successfully integrating Gen Z into a workforce that includes members of older generations requires a proactive and inclusive approach. By educating employees, promoting intergenerational collaboration, fostering open communication, and creating a supportive work environment, organizations can build acceptance and leverage the strengths of all generations. This not only enhances team cohesion but also drives innovation and success in the modern workplace. Mike Dorman
We have previously addressed the generational divides that exist within an organization’s team. This is, always, presenting different challenges within the organization. It is something that we encounter frequently today and comes down to divisiveness rather than cohesiveness. Within each age-related generation, negative impacts are too often felt within all facets of the workforce. Recognizing this potential and reality can influence the way any company prepares and addresses this inevitable reality.
Given the importance of this situation, we will address the existence of a multi-generation workforce in two parts. Part 1 … this blog … will look at the various age-groups within any organization. It will explore how to best take advantage of the knowledge, experience, and value that each has and does offer to their company. It will also look at building a respect in all directions for this. It is aimed at fostering a desire and willingness to want to learn and understand the existence of various knowledge, attitudes and approaches that exist within each ‘generational’ group.
Today, as Generation Z members, currently aged twenty-eight and younger, begin to enter the workforce, they bring with them more pronounced
challenges than those before them. Members of the Generation Z group and especially when joining those of the Millennial generation (currently between the ages of 29 and 43) a significant impact on the future of work and the unique set of characteristics they bring. These include the following:
Digital-first: Millennials and Gen Zers don’t know a world, let alone a workplace, without technology. They are often ahead of the curve when it comes to implementing and adopting new technologies and are in tune with how systems and processes can be improved through technology.
Mobile: Unlike their predecessors, Millennials and Generation Z are more likely to change jobs,
roles, or locations than to stay with one company for the long term. They value flexibility and the ability to make changes that work for their changing lifestyles, rather than feeling tied to or “loyal” to one organization for the entirety of their careers.
Adaptable and Agile: The younger generations aren’t impressed by promises of stability. They know they can work wherever, whenever, and in whatever kind of situation. In fact, they expect it. They expect to be able to work remotely (when possible) and will quickly adapt and adopt changes.
While it is also important to begin to anticipate the changes these younger workers bring, what may be even more important is preparing for the aging of other groups with the Baby Boomers next to leave. Statistics indicate that 10,000 Baby Boomers turn 65 years old each day, and by 2030, all boomers will be at least retirement age. The future of work is about to change drastically – what can an organization be doing now to prepare?
Although this may not be a crisis situation yet, there is a sense of urgency here. The most successful organizations in the future of work will be those who were proactive and prepared. Here are three basic principles that will serve companies and their leaders well:
Maximize a Multi-Generational Workplace Many organizations do not lean into the many benefits each generation brings to the table. For example, younger employees may be champions of leveraging innovative technology and training others on adoption, while more experienced employees bring long time knowledge that can influence and guide decision-making. As a result, the collaboration of fresh innovation with wisdom from the experience brings increased productivity. It’s time to maximize a multi-generational workforce – one that embraces the gifts and talents of all employees, no matter their age.
Equip the Gen Xers (ages 48 to 59) This age group, although smaller than those surrounding it, today occupy almost 50% of company management positions in organizations. Baby Boomers, the preceding group, are quickly approaching retirement ages. Making a concentrated effort to equip the ‘Xers’ with the knowledge and confidence to successfully assume organizational leadership is crucial. The questions to ask include:
Who would be expected to retire in the next 5 to 10 years?
Who will take their place?
Are those individuals prepared?
What kind of training can you provide?
What will you need to invest to prepare your workforce for the exit of key leaders?
Honor Legacy Employees by Retaining and Transferring Knowledge A legacy employee, one who is a long-standing employee or a founding member of the organization, brings and possesses valuable knowledge and skills that many won’t have. As you prepare for the exit of these individuals, you will need to find ways to retain access to their knowledge and skillsets before they leave. This will require facilitating the successful transfer of their knowledge to other members of the workforce and keeping older workers in the workforce longer.
Perhaps the easiest way to facilitate the transfer of knowledge is through mentorship. In addition to
the practical benefits of mentoring the rewards of mentoring are substantial as well. Mentorship allows legacy employees to bring younger, less experienced people along and bring them up. Mentorship benefits both the mentor and the mentee. For the latter group the benefit is obvious. For the mentor, being in this role reinforces for them their value to the organization. Rather than feeling less important or part of the ‘old school’ they realize the importance of what they bring.
CONCLUSION
A workforce made up of members of various age-related generations can provide a wide range of valuable information of both historical and current nature. This, in turn, has the potential of being the foundation of ongoing success that every organization wants to achieve and further. Certainly, it is desirable to create an atmosphere that demonstrates the value of experience and knowledge that resides within each group.
Creating an environment within a company wherein the past as well as future approaches and directions are seen for what they have created and will create going forward is the ideal to be strived for by all. It becomes a challenge and a role for company management to assume as its’ makeup continues to evolve. It won’t happen by chance. It will happen when this ongoing evolution is recognized for both the challenges and the benefits it provides.
Next Blog: How to successfully incorporate the emerging youngest generation into the company in a positive and successful manner. Mike Dorman
Normal to most organizations is a consistent drive to find ways to streamline aspects of their operations to bring greater efficiencies and related cost savings to the company. Also, they are always looking for approaches that will better serve their customers related to the products they offer and/or the way they serve them.
Involving employees in efforts to improve an organization’s operation or customer service approaches can yield a treasure chest of advantages. This collaborative approach not only enhances operational efficiency and customer satisfaction but also fosters a more engaged, motivated, and loyal workforce.
This blog will explore the multifaceted benefits of this strategy of which there are many. The areas of benefit include Enhanced Operational Efficiency … Improved Customer Service … Increased Employee Engagement and Motivation … Better Organizational Culture … and Long-term Sustainability. Let’s elaborate on each of these key success elements.
Enhanced Operation Efficiency
Leveraging Frontline Insights Employees who work directly with customers or are involved in day-to-day operations often have a unique perspective on the challenges and opportunities within the organization. By involving them in decision-making processes, leaders can tap into this valuable knowledge. Frontline employees can provide practical insights and suggestions that may not be apparent to those in higher management positions. This can lead to more effective and efficient operational improvements.
Increased Innovation
Encouraging employees to contribute ideas for improvement fosters a culture of innovation. When employees feel their ideas are valued, they are more likely to think creatively and propose innovative solutions. This can lead to the development of new processes, products, or services that enhance the organization’s competitive edge.
Streamlined Processes Employees involved in the actual workflow can identify bottlenecks and inefficiencies more readily. By including them in discussions about process improvements, organizations can develop more streamlined and effective operational procedures. This can result in cost savings, faster turnaround times, and better resource allocation.
Improved Customer Service
Better Understanding of Customer Needs Employees who interact directly with customers have a deep understanding of their needs and preferences. Involving these employees in customer service strategy discussions ensures that the organization is responsive to customer feedback and can tailor its services to better meet customer expectations. This alignment can lead to higher customer satisfaction and loyalty.
Enhanced Problem Solving
Employees who are empowered to contribute to customer service improvements are more likely to take ownership of customer issues and resolve them efficiently. This proactive approach can reduce response times and improve the overall customer experience. Furthermore, employees who feel responsible for customer satisfaction are highly motivated to go above and beyond to meet customer needs.
Increased Employee Engagement and Motivation
Empowerment and Ownership When employees are involved in decision-making processes, they feel more empowered and valued. This sense of ownership can significantly boost their motivation and engagement levels. Engaged employees are more productive, exhibit higher job satisfaction, and are less likely to leave the organization. This reduces turnover costs and helps maintain a stable, experienced workforce.
Professional Development Involving employees in improvement initiatives provides opportunities for professional growth. Employees can develop new skills, gain a better understanding of the business, and build their confidence. This not only benefits the individuals but also strengthens the overall talent pool within the organization.
Enhanced Collaboration and Teamwork When employees from different departments or levels work together on improvement projects, it fosters a spirit of collaboration and teamwork. This can break down silos within the organization, improve communication, and create a more cohesive and supportive work environment.
Better Organizational Culture
Building Trust and Transparency Involving employees in operational and customer service improvements promotes a culture of trust and transparency. When leaders actively seek and consider employee input, it demonstrates respect for their opinions and fosters an open dialogue. This can improve employee morale and create a more positive organizational culture.
Alignment with Organizational Goals
Employees who participate in shaping operational and customer service strategies are more likely to understand and align with the organization’s goals and objectives. This alignment ensures that everyone is working towards the same outcomes, leading to a more unified and focused effort across the organization.
Long-term Sustainability
Adaptability and Resilience Organizations that involve employees in continuous improvement are better equipped to adapt to changes in the market or industry. Employees who are used to thinking critically about improvements are more agile and can help the organization pivot quickly when necessary. This adaptability is crucial for long-term sustainability and success.
Continuous Improvement Culture Encouraging employee involvement in improvements helps establish a culture of continuous improvement. This mindset ensures that the organization is always striving to enhance its operations and customer service, leading to ongoing growth and development. A culture of continuous improvement can keep the organization competitive and responsive to emerging trends and challenges.
CONCLUSION
Involving employees in efforts to improve an organization’s operations and customer service brings numerous advantages. From enhanced operational efficiency and improved customer satisfaction to increased employee engagement and a stronger organizational culture, the benefits are extensive and multifaceted. By valuing and leveraging employee insights as part of having a culture of continuous improvement, organizations can further long-term success and sustainability. In a competitive and rapidly changing business environment, this collaborative approach can be a key differentiator that drives innovation, efficiency, loyalty, and overall excellence.
How to accomplish this can be an uncomplicated process. Perhaps it’s as easy as using a focus group approach in which you invite a revolving group of employees to hear of the challenge and be able to provide their input based on the front-line perspective they bring. A side benefit? Identifying the future leaders within the company based on the creative thinking that leadership will hear. The benefits are numerous to the organization and individuals. Worth a formalized shot? Mike Dorman
Typical within any organization, bringing in new managers or supervisors is an ongoing occurrence. This happens due to growth of the company or because it has become necessary to replace one for any number of reasons. Too often the employees affected tend to make it the new leader’s responsibility to earn their respect and loyalty. In doing so the employee is missing a terrific opportunity to create a positive impact on their own success and potential advancement. The real question becomes how can one stay productive, maintain continuity and grow their career when your boss keeps changing?
This blog will focus on two key aspects of this opportunity. What are the very real advantages for the employee by quickly setting out to adapt to this new leadership. And what are the ways to go about doing this?
EMPLOYEE ADVANTAGES OF FAST ADAPTATION TO NEW MANAGEMENT
Adapting quickly to a new boss is crucial for one’s career success. The ability to adjust to a new manager’s expectations, communication style, and work preferences can significantly impact one’s professional growth and advancement opportunities. Here are the true advantages:
Establishing Credibility: Adapting quickly to a new boss demonstrates your ability to be flexible, resilient, and proactive in unfamiliar situations. This can help you establish credibility early on, showing your willingness to learn and collaborate effectively.
Building a Positive Working Relationship: Fast adaptation allows you to build a positive working relationship with a new boss. It fosters trust, mutual respect, and open communication. Strong rapport with your manager is essential for career success, as it can lead to more opportunities for growth and development.
Aligning with Expectations: Often a new ‘boss’ will have different ways that they would like certain jobs handled. By adapting rapidly to such changes, you quickly meet their methods you can align your performance to meet their standards.
Demonstrating Leadership Potential: Fast adaptation to a new boss demonstrates your leadership potential and agility in handling challenges. Employers value those who can quickly adjust to new roles and methods for the resilience it demonstrates resilience.
Enhancing Communication Skills: Adapting swiftly to a new boss requires effective communication, active listening, and clarity in expressing your ideas and expectations. Developing effective communication skills through this process can benefit your career success by improving your ability to influence, negotiate, and build relationships within the organization.
Increasing Visibility and Recognition: Employees who adapt quickly to new leadership often stand out for their initiative-taking attitude, adaptability, and willingness to learn.
Creating a Positive Work Environment: Fast adaptation to a new boss contributes to creating a positive work environment characterized by trust and collaboration. In turn this can boost team morale, productivity, and job satisfaction, ultimately benefiting your career success and overall well-being.
WAYS OF GOING ABOUT ADAPTING TO NEW LEADER/MANAGER When adapting to a new manager, there are various strategies that can help the employee build a positive and productive working relationship. There are several ways in which an employee can adapt to a new boss and explore the benefits of doing so. These include:
Open Communication: Establishing open and transparent communication with your new boss is key. Take the initiative to introduce yourself and express your willingness to work together effectively.
Understand Their Style: Observe your new boss’s working style, preferences, and communication style. Adapt your own approach to align with theirs while also staying true to yourself.
Seek Feedback: Solicit feedback from your boss on your work performance. This shows your commitment to improvement and willingness to learn.
Build Trust: Trust is essential in any working relationship. Show your reliability, integrity, and competence to earn your boss’s trust over time.
Clarify Expectations: Make sure you have a clear understanding of your boss’s expectations regarding your role, responsibilities, and methods she/he wants you to employ. Seek clarification when needed.
Be Proactive: Take initiative in your work and seek opportunities to contribute beyond your defined role. Proactivity demonstrates your commitment and dedication.
Adapt to Their Management Style: Adjust to your boss’s preferred management style to ensure a harmonious working relationship. For example, if your boss values regular updates, make sure to provide them.
Collaborate and Support: Show willingness to collaborate with your boss and colleagues. Offer support when needed and foster a team-oriented environment.
Continuously Learn and Grow: Stay open to new ideas, feedback and opportunities for growth. Demonstrate a growth mindset and a willingness to adapt to new challenges and methodology.
CONCLUSION:
Embracing change has always been and will continue to be various degrees of challenge for many in the workforce. Confronting the challenge by recognizing the potential benefit to one’s job success is the real payoff. Getting onto the path to make that success realistic can deliver very real benefit to an employee’s growth and career. Following the suggestions above related to how to accomplish such and adaptation can and will do much to generate the growth and upward movement that many seek in their job. It seems a worthwhile consideration and a worthwhile investment. Whose job is it to make the effort? The new boss or the employee? A serious consideration for sure!! Mike Dorman
Our last blog began the exploration of Emotional Intelligence (EI) within the workplace and the positive impact it does have. It focused on enhanced success when a focus of organizational management. From comments, I know that this topic is ringing bells as we all become more aware of it and come to learn of its’ importance to our success. If you missed Part 1, it you can find it HERE.
Addressing this from the standpoint of organizational management is just one part of the successful equation. The other and the key to a high functioning overall organization is also dependent on bringing the EI awareness, sensitivity, and skill into the entire workforce. This week’s blog will address just that.
Laying the Groundwork for Implementation of EI Within the Team
To begin, in introducing the intention of increasing the ability of all to demonstrate EI in their interactions with others there are several steps that can be taken to define and ease the path. Letting all know of the plan and the goal doing these things removes the mystery and gives all something to anticipate and look forward to for its’ positive impact. This includes:
The leader is the same as everyone else in the EI arena. As a leader, openly share your own experiences with emotions in the workplace, including both successes and challenges. This vulnerability creates an environment where employees feel comfortable doing the same.
Model the behavior. One of the most powerful ways to help your employees develop their EI is to model the behavior yourself. As a leader, you set the tone and the example for your team, and your actions speak louder than your words. Therefore, you need to demonstrate elevated levels of EI in your own interactions and decisions. You need to show your employees how to apply EI in different scenarios. For instance, you can show self-awareness by acknowledging your emotions and their impact. Demonstrate self-management by regulating your impulses and stress. Social awareness by being attentive and respectful to others’ feelings and needs. And relationship management by collaborating and resolving conflicts effectively.
Assess the team’s current EI level of individuals in the organization. Before you can help your employees improve their EI, you need to know where they stand and what areas they need to work on. You can use various tools and methods to assess their EI, such as self-reports or behavioral observations. The goal is to identify their strengths and weaknesses in the four domains of EI: self-awareness, self-management, social awareness, and relationship management.
Create a supportive culture. Another way to help your employees develop their EI is to create a supportive culture that values and encourages EI. This means encouraging an environment of psychological safety. As such, ones’ employees feel free to express their opinions, emotions, and concerns without fear of judgment or punishment. It also means promoting a culture of learning, where employees are motivated to seek feedback, learn from their mistakes, and pursue their goals. Moreover, it means creating a culture of recognition, where employees are appreciated and rewarded for their achievements and contributions.
Provide opportunities and resources Finally, you can help your employees develop their EI by providing them with opportunities and resources to practice and enhance their capability. For example, you can assign them challenging projects that require them to collaborate with diverse people and situations. Or encourage them to use their EI skills to overcome obstacles and deliver results. Additionally, you can recommend books, articles, podcasts, or videos that offer insights and tips on EI.
How to Bring EI Into the Workforce and Provide the Needed Support
There are several ways that the work team can and needs to be supported that will allow EI to become the common thread that runs throughout the entire organization. Here are some key ones:
All need to understand the value of EI Given that EI refers to the ability to recognize, understand, and manage emotions effectively, both in oneself and others. Research indicates that individuals with prominent levels of EI are better equipped to navigate complex interpersonal dynamics, communicate effectively, and resolve conflicts constructively.
A key benefit of emotional intelligence is its impact on relationships and collaboration within teams. Employees with strong EI are better able to empathize with their colleagues, communicate openly and honestly, and build trust and rapport. This fosters a supportive and inclusive work environment where ideas can flourish, creativity can thrive, and productivity can soar.
Develop training around the EI concept
Whereas ‘Emotion Intelligence’ sounds interesting what does this really mean? Once all understand that developing EI is going to reside within the foundation of the company there will be varying degrees of understanding the full meaning. Perhaps it is formalized training provided by an outside source. Or it is provided internally by incorporating the discussions into various meetings and exchanges that will encourage input from all that evaluates ‘how we did.
Ongoing mentoring to maintain an eye on the advancing development This inclusion will help maintain the needed focus to have it be other than a flavor of the month. Incorporating a few minutes to recap a group or individual meetings from the perspective of EI that was or wasn’t utilized provides an ongoing learning that will help to develop people’s sensitivity to it and the related skill.
Make use and understanding of EI a part of a performance review Performance reviews or check-ins are used to guide an employee toward more learning and more successful execution of their job. This should include discussion pertaining to the progress that one is making in the active use of EI skills in dealings with others.
Create the existence and an atmosphere of safety Critical to success is the belief that one can speak up, take risks, and express oneself without fear of judgment or retaliation. It is essential for fostering emotional intelligence in the workforce. Organizations are responsible for creating a culture where employees feel safe to share their thoughts, feelings, and ideas openly, knowing that they will be heard and respected. It is dependent on the leaders to play a crucial role in creating and maintaining such safety within teams and across the organization.
IN CONCLUSION …
As stated at the beginning of addressing Emotional intelligence (EI), it is the ability to identify, understand, and manage one’s own emotions and the emotions of others. It has been shown that individuals with high EI are more successful in their personal and professional lives. However, organizations often overlook the importance of emotional intelligence in the workplace, resulting in a lack of it among employees and leaders.
Businesses must take steps to cultivate it. By hiring emotionally intelligent leaders, implementing emotional intelligence training, encouraging open communication, and rewarding emotional intelligence, companies can create a culture that values it and fosters success … for the individual contributor AND the organization. Doesn’t it seem like an excellent focus for business to have? What comes with it are productive, content, happy people who know they are valued, respected and contributing! Add to this a more successful company and this becomes an all-around real win! Mike Dorman