Dr. Bill Howatt and Michel Rodrigue
Many workplaces in Canada are comprised of employees from diverse backgrounds, age groups, and experiences. One of the challenges leaders face is managing across generations, especially when there is a large age gap. Addressing this challenge is critical in creating inclusive, psychologically safe workplaces. As leaders, we must help employees across multiple generations understand how to communicate and support one another effectively.
In the effort to create a culture of inclusion and psychological safety that respects all ages, many CEOs and leaders might focus on the differences between the generations, but there is a risk to this approach. When we use this lens, we may pit one generation against another, and we open ourselves up to the possibility of planning and decision-making based on generational myths, misinformation, and pejorative stereotypes.
Regardless of age, all workers want to feel safe, included, and valued, along with a sense of belonging. When people feel this from leaders and their peers, they are more likely to flourish, feel a sense of purpose, and believe that their contributions are valued. Therefore, we need to challenge harmful stereotypes and assumptions, which can lead to misunderstandings and, in some cases, impressions of discrimination, harassment and violence toward our employees.
Use understanding to create a more positive environment
Every interaction in the workplace has the potential to generate positive or negative reactions. They charge or drain us. How much depends on a variety of factors, including the nature of the interaction, the various stressors a person is dealing with (at work or at home) and the supports they have available to help them cope. To create a truly psychologically safe workplace and reduce the risk of mental harm, we need to better equip our employees at all levels to interact in a way that results in positive experiences.
When we seek to support intergenerational employees, it may be valuable to have some understanding of the experiences, preferences and strengths related to work and life that have been shown to be associated with employees from various generations. This is not to generalize or stereotype, but to help manage teams with a more collaborative and respectful approach that celebrates the value, goals, strengths and experiences of each team member, while respecting their age. Across age groups, we all have value to bring to the table and we can all learn from one another.
Implicit bias plays a big role here. It is based on attitudes and stereotypes that we all have which leads us to form opinions and beliefs about other people. In our workplaces, addressing these beliefs can help to bring new perspectives and bridge generational gaps that may have been evolved over time. Building these bridges can improve creativity and innovation, communication, problem-solving, and pave the way for trustful and effective succession planning as employees inevitably prepare to retire or move on to another role or company.
Make all generations in your workplace feel psychologically safe
Harvard Business School professor, Amy Edmondson, defines psychological safety as "A belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns or mistakes."
The following tips will help you ensure all workers, regardless of generation, feel psychologically safe in your workplace.
Understand how to talk about and reinforce psychological safety in a meaningful way - This article, written for the American Society of Safety Professionals provides descriptions of each generation and advice for talking to employees in each group about psychological safety.
Don’t lose sight of the individual - While it is important to understand each generation, be careful not to paint everyone with the same brush because they belong to the same age group. Make sure senior leaders and management team members nurture individual relationships and understand the motivations and preferences of each employee.
Review and reinforce respectful workplace policies and procedures Ensure your organization’s policies for civility and respect in the workplace include prohibition of discrimination on the basis of age, and provide some examples. Make sure that these policies and procedures are communicated to all employees frequently.
Identify and address situations where employees may be at greater risk of age discrimination Depending on the nature of the work, some employees may be find themselves dealing with other employees, leaders, clients, members of the public, etc., who may have their own implicit biases about various age groups. Consult with employees to find out what they have experienced in the workplace related to their age, and what their goals, concerns and support needs are. Include positive and negative experiences. Ask how these situations are being handled. Then, provide information and access to organizational and community support, tools and resources that can help them. Do they need physical protection? Do they need flexibility? Perhaps they need access to technology, or training, or mentoring.
Take advantage of DEI training to enhance awareness and respect - Diversity, equity and inclusion is not just about race and gender. Creating a sense of belonging requires employers to consider the whole person, including their age. Make sure training includes information about generational values, communication styles, and how to address implicit bias to build bridges.
Encourage awareness and practice - Unspoken expectations don't work for anyone. Neither employees nor leaders know exactly what their co-workers want or expect, leading to disappointment and unmet needs. Check in regularly about preferences as well as how things are working. Encourage all employees and leaders to be vulnerable, respectful, and authentic about what works for them.
Generational awareness is important in our new world of work
As this article points out, it is particularly important to pay attention to generational preferences as you consider the future of work in your organization. It highlights research that shows 25% of Millennials and 22 % of Gen Z employees would like to work in the office "a little to a lot less often," and 36% of Millennials and 53 % of Gen Z expect to leave their current employers in the next two years. Perhaps most importantly, the research shows that respondents across all generations have felt immense stress due to the pandemic.
As leaders, we need to ensure that we're not creating workplace cultures based on bias, fear and silence and instead, ensure employees feel valued and safe to be their authentic selves. Rather than merely learning to live with generational differences, let's learn to embrace them. The benefits of a workplace built on mental and physical safety, healthy collaboration and diverse social connections will transcend any generational divide.
Get to know the authors – Dr. Bill Howatt and Michel Rodrigue
