Jako Hall: How to Manage Multi-Generational Teams

Jako Hall benefits from extensive leadership experience, having worked as a captain, operations manager, and lieutenant commander throughout his career. This article will look at multi-generational work teams and how to manage them effectively to create cohesion, enabling workforces to become more inclusive, diverse, and productive.

Transcript

1. Jako Hall: How to Manage Multi- Generational Work Teams Jako Hall, with extensive leadership experience as a captain, operations manager, and lieutenant commander, shares insights on managing multi-generational work teams. This article explores strategies for creating cohesion and enabling workforces to become more inclusive, diverse, and productive across different age groups.
2. The Challenge of Managing Multiple Generations Unique Challenges Managing multiple generations presents unique challenges, placing the onus on leadership to learn the unique behaviors, preferences, and habits of colleagues who grew up in a different era than themselves. Communication Barriers Age gaps between managers and team members can lead to miscommunication, hindering mutual respect between co-workers. Stereotyping Risks When two individuals find it impossible to relate to each other due to generational gaps, it can be tempting to fall foul of using harmful stereotypes, blaming solvable problems on one another rather than working together to better understand and value the differences creating distance between them. Performance Impact As a result, job performance and productivity can be negatively impacted.
3. Overcoming Generational Gaps 1 Introspection and Proactive Approach To move past this and realize the numerous benefits of cross-generational work requires introspection and a proactive approach. 2 Challenging Stereotypes It is crucial to challenge harmful stereotypes and generalizations which, for the most part, are problematic, according to the director of leadership and development at Miami University's Farmer School of Business, Megan Gerhardt. 3 Developing Mutual Respect Gerhardt contends that the first step to overcoming age bias is debunking these myths, instead developing a mutual respect for one another.
4. The Five Main Generations in Today' s Workforce Generation Birth Years Characteristics The Silent Generation 1925 to 1945 Loyal but traditional Baby Boomers 1946 to 1964 Collaborative but resistant to change Generation X 1965 to 1980 Independent but bleak Millennials 1981 to 2000 Driven but entitled Generation Z 2001 to 2020 Progressive but disloyal
5. The Problem with Generational Stereotypes 1 Media Portrayal As she suggests, most generational conversations in the media today center around clickbait headlines and false stereotypes. 2 Negative Characterization By assigning overarching or negative characteristics to each group rather than taking the time to understand the important differences between generational identities, this implies that their beliefs, values, and goals are fundamentally flawed. 3 Individual Values In reality, what people value on an individual level is often introduced and influenced by events beyond their control and dictated by their experiences at the beginning of their life and careers.
6. Generational Experiences and Work Preferences Formative Experiences Each generation started out in their working life under different conditions, which ultimately helped mold their preferences, sense of purpose, and drivers for success. Example: Great Recession Impact Take for example an employee who entered the workforce in 2008, during the Great Recession. They are likely to value routine and job security, preferring a predictably nine-to-five schedule and a five-day working week. Avoiding Assumptions The problem with age stereotypes is that people often go too far in assuming that everyone who belongs to a particular group reacts to generational milestones in the same way. These assumptions are often erroneous, making workers feel judged and siloed before they even step into the office.
7. Impact of Age-Related Stereotypes on Employees Goal Orientation According to a 2017 study by NIH, employees who feel threatened by age-related stereotypes regarding work performance are less orientated towards long-term professional goals, Commitment less able to commit to their current role, Psychological Adjustment and ultimately less adjusted psychologically.
8. Changing Workplace Values and Discussions 1 Generational Diversity A wider representation of different age groups has introduced new values and beliefs to the workplace. 2 Evolving Topics Topics that were traditionally considered taboo such as gender roles and mental health are becoming widely discussed in modern professional settings. 3 Avoiding Assumptions Megan Gerhardt suggests managers and co-workers should avoid making assumptions based on a person's age, instead educating themselves on the realities faced by different generations throughout their careers.
9. The Importance of Intergenerational Understanding Intergenerational Acceptance Understanding these nuances is intrinsic to intergenerational acceptance and cohesion Managerial Importance and is even more important when it comes to managerial roles and business leadership.