The Future of Work: Navigating Intergenerational Discord

One of the biggest future of work issues is managing intergenerational discord. With four generations currently in the workforce -- Baby Boomers, Generation X, Millennials, and Generation Z -- this clash is further compounded by the pandemic's impact, new workforce entrants, and an overall resistance to change.

The inherent risk for leaders in not tackling unaddressed intergenerational divisions is the destruction of the best of teams. Much of the problem stems from misunderstanding, a failure to communicate, and a failure to listen. This impasse is further exacerbated as the different generations don't earnestly engage and are too deeply entrenched in their beliefs about the other generation. As George Orwell said, "Each generation imagines itself to be more intelligent than the one that went before it, and wiser than the one that comes after it."

The fact of the matter is, many of us, regardless of our generation, think our generation does things best. History informs the future and the past shapes tomorrow. There's much to be gained by intergenerational understanding and cooperation.

When I first moved into tech eight years ago, I noticed two things: Being 35 or older was considered over the hill, and tech seemed to favor the young, despite the median age of an American worker being 42. The reality is you need youth and experience to create a balanced, innovative, and productive workforce.

To effectively foster collaboration, organizations need to strive to appreciate the varied perspectives of a multigenerational workforce. Creating the right conditions comes down to focusing on inclusivity and engaging employees from all generations in the community-forming process. 

Employee surveys, focus groups, and one-on-one conversations are crucial -- by asking the right questions and understanding your workforce's makeup, you can take precise actions that create optimal conditions.

Intergenerational connection is hampered when there is a lack of mutual respect and trust. Consider creating cross-generational dialogues that pair employees from different generations to share knowledge and experiences, or forums for honest conversation about generational differences and similarities.

As it relates to ageism in tech, there is a belief that once a person gets older, they are incapable of learning new technologies, like AI and machine learning. These notions lend themselves to self-perpetuating stereotypes and biases, creating a cycle where older workers may be overlooked for opportunities, leading to reduced exposure to new technologies, which in turn reinforces the initial misconception.

The same could be said of earlier career folks -- they also want (and need) greater learning opportunities to increase their knowledge and career advancement prospects. Re-skilling and upskilling initiatives can serve dual purposes: addressing the learning needs of earlier career professionals while simultaneously bridging the generational gap. A robust, intergenerational training and development program can bring Baby Boomers, Generation X, Millennials, and Generation Z together, fostering shared growth experiences and cross-generational understanding. Consider implementing:

When we take the time to understand one another's experiences and challenges, we can build stronger, more cohesive teams across generations. Create a culture of open-mindedness and curiosity that allows employees to engage in storytelling sessions to share their career journeys and life experiences. Consider implementing job shadowing across departments and generations to gain new perspectives.

Effectively managing across generations means tapping into the collective strengths of each to have greater outcomes. It becomes the key that drives innovation through a blend of fresh perspectives and seasoned expertise, enhances problem-solving by combining different approaches, and creates a more adaptable workforce capable of navigating rapid change.