FEATURE
THE LEADERSHIP TEAM SHOULD TAKE TIME TO EVALUATE THEIR ‘ INTERGENERATIONAL EFFECTIVENESS ’ AND CREATE AN ENGAGEMENT PLAN .
These initiatives not only empower younger employees but also help leaders stay in tune with the evolving needs and expectations of a diverse workforce . Most importantly , they enable leaders to create ‘ real ’ reasons for younger and older generations to work together , at the same time as fostering intergenerational empathy and understanding .
Realising the power of intergenerational workshops
These cross-generational workshops aim to shift relationships from transactional to relational , modelling intentional , purposeful collaboration and problem-solving from the top and setting the stage for authentic change throughout the organisation . Rotating the facilitation of workshops on key topics between generations encourages genuine care across levels , empowers bottom-up innovation and cultivates invested commitment to achieving new and joint objectives .
To implement this approach , leaders must align on the key drivers for change , assess their current stance towards generational diversity and challenge the status quo where needed . This requires honest self-reflection to understand how they are perceived by other generations and the willingness to adapt and grow . While leaders often lack time for reflection , it is essential for driving positive , effective change .
The leadership team should take time to evaluate their ‘ intergenerational effectiveness ’ and create an engagement plan . Once aligned , they should engage with diverse stakeholders in a wellfacilitated dialogue to uncover key generational differences and address the root issues . Surveys can help pinpoint these divides and guide the discussions . Then , leaders can identify critical topics and conduct intergenerational workshops to bridge divides , fostering collaboration and building strength across generations .
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