Better intergenerational collaboration is a key leverage point and merits our time and attention. The world is changing at breathtaking speed, and we need talent with a variety of expertise, experiences, and problem-solving skills.
The new TLI Purple Paper presents qualitative research that explored employees’ attitudes and perceptions about shared work values that foster intergenerational collaboration and the friction triggers that disrupt that collaboration. The research identified five shared work values and seven friction triggers that result when behaviors don’t match expectations of what is “acceptable.” In this article, we explore five best practices for minimizing potential friction in multi-generational teams.
- Establish norms and common ground.
Share work values. Ask teams to discuss their shared work values. What do they have in common? They will likely be surprised at how much they share, particularly when they find that virtually everyone prizes honesty and transparency. The discussion will also begin highlighting shared work values like work-life balance and key differences in what that means—and perhaps why. These discussions will begin creating new perspectives among team members’ expectations.
Create shared agreements. Some things are simple—and having candid conversations about office etiquette, smartphone usage, and dress code can alleviate friction. Ask good questions, and have the team carefully consider and answer them. When is it appropriate to use your cell phone in the office? Why might a person with school-age children feel the need to stay continuously connected? How much quiet is needed?
- Foster inclusion.
Develop flexible work policies. Flexible work arrangements are for everyone and may include everything from flexible hours to phased retirement plans. Be very clear on what “work-life balance” means and how team members may have very different approaches to that balance. What work hours are best? What do teammates need to “have a life?” What does “flexible” really mean?
Encourage bi-directional mentoring. Bi-directional mentoring ensures that everyone can showcase their value to the team as both teachers and learners. Make it fun by using things like “slice of advice” rounds or sharing meme humor. The key is to pair those who have experience in a particular topic with those who don’t to share knowledge and best practices. Extend that mentoring to onboarding: New employees can benefit from mentors who share their knowledge about “the way things work around here.”
- Practice innovative storytelling.
So many interviewees wanted to hear stories from their teammates about their lives, careers paths, key moments in time . . . Storytelling can be a powerful way to create empathy and the foundations of trust across a team, and two storytelling activities can help.
Use immersive technology. Take advantage of new digital games and apps that foster intergenerational collaboration and knowledge sharing. These digital tools can help generations bring their stories to life and create the additional bond of working together on a tech platform, like Canva, Unfold, InShot, Mojo, Hype-Type, PhotoGrid, and InStories.
Curate shared experiences. Bring teams together in forums that extend beyond day-to-day tasks and help team members connect to other parts of the organization. These might include visits to an innovation center, a tour through a manufacturing facility, or a walk-through of a branch office. The goal is simply to help people gain a better understanding of the work being done.
- Provide hands-on experiences.
Interactive, hands-on work can quickly break down assumptions and get teams working together. These hands-on sessions can also foster problem-solving skills as teams take on new challenges.
Engage in innovation experiences. Implement incubator-style experimental R&D pods and incorporate rotations where multiple generations get to play and learn; consider “tinker task forces” where teams attempt to solve problems using technology or simulations. Use discussions and questionnaires to understand what went well and what could be improved. Where were the friction points?
Use collaborative problem-solving. Deliberately involve multi-generational teams to solve real-world problems; teams can practice sharing perspectives and solutions and the “whys” behind their approaches. One person may take a technological approach, another an operational systems approach, another a process approach. Each has value and discussing why these differing approaches could solve the problem will create an appreciation of the rich perspectives everyone brings to the table.
- Lead with intention.
Our five best practices included one shared work value brought up in our interviews. Teammates want leaders to lead with intention. When they described what that meant, they used words and phrases like “having empathy,” “being vulnerable,” “having courage,” and “having a purpose.” They want to be inspired and motivated to do their best—and view team leaders as essential to delivering excellent work.
Developing this style of leadership is an aspiration goal—one that calls us to move from “what to do” to “how to be.” That fundamental shift requires a good long look in the mirror. What is reflected there?
To learn more about the shared work values, friction triggers, and best practices for intergenerational collaboration, download the full TLI Purple Paper. The insights provided by interviews challenge us all to examine our attitudes and perspectives as we work with people of all ages.
“The greatest discovery of my generation is that a human being can alter his life by altering his attitudes.” –William James