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3 steps to inspire & optimize multigenerational workforces

Multigenerational teams are often more creative, but leaders must first do their own work to become more aware and curious to cultivate those teams, writes Rachael Grail.

6 min read

LeadershipWorkforce

multigenerational

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Friction between entry-level employees and their more seasoned counterparts is typical, even expected. The generational gap separating bosses and employees often leads to disagreements about norms, expectations and business methods. 

It’s also killing employee productivity. 

According to a report by the London School of Economics and Protivitity, employees with a manager at least 12 years older than them are 1.5 times more likely to report low productivity levels and three times as likely to say they are unsatisfied with their jobs. 

At the same time, multigenerational teams can significantly strengthen businesses by leveraging each generation’s unique perspectives and experiences. This diversity can foster innovation, improve decision-making and enhance team dynamics.

Simply put, a multigenerational workforce is both a challenge and an opportunity. 

That’s why leaders need a blueprint for reconciling cross-generational differences that best positions them to enhance organizational culture, boost retention and champion a more inclusive workplace.

Here are three steps to inspire and optimize your multigenerational workforce in 2024. 

#1 Adapt productivity measurements 

Productivity metrics and motivations have changed over time. 

In the 1950s and 1960s, companies measured productivity in output per labor hour. Companies tried to achieve the most results per hour, maximizing output and minimizing labor costs. 

In the 1970s and 1980s, total factor productivity (also called multifactor productivity) emerged as a more comprehensive measure. This framework considered other inputs, like capital, tech investments and labor, to produce a fuller picture of efficiency.

As we shifted towards knowledge-based industries in the 1990s-2000s, productivity became more challenging to quantify. That’s when companies focused on value-added activities rather than just output quantity. 

The 2010s changed productivity metrics even more, as tools like enterprise resource planning (ERP) systems and business intelligence software enabled real-time tracking and analysis of various employee metrics. 

With businesses now rapidly and enthusiastically exploring emerging AI technologies, these productivity frameworks are about to change again, and traditional metrics may not accurately reflect the contributions of diverse, multigenerational teams. 

Specifically, AI can augment various human capabilities, emphasizing the need for leaders to understand and leverage each generation’s unique strengths while reconsidering the metrics used to value people’s contributions.

Put differently, modern business challenges (and opportunities), environmental realities, consumer expectations and other factors demand a more dynamic and creative workforce than ever before. 

As AI tools become more common and widely used, Gen Z is more likely than their boomer counterparts to bring their own AI tools to work. According to an analysis by Axios, 85% of Gen Z employees say they bring their tools to work, while just 73% of boomers said the same thing. 

Businesses can bring parity to this transition by assessing the market, identifying the right tools for their brand and providing them to all employees. This will allow every generation to learn and leverage them appropriately before adapting productivity measurements. 

Regardless of the approach, leaders who want to have resilient and enterprising teams capable of deep thinking and creative problem-solving must carefully consider what they value and what they need to succeed before putting all their eggs in the AI-driven, output-centric basket.

#2 Understand generational motivations

While life experiences shape each of us differently, people of a generation are often influenced in common ways due to major societal events, cultural trends and prevalent ideas during their formative years. This impacts how each generation views productivity and motivation. 

Traditionalists tend to value a more formal approach to work, so they may see great work as arriving early to the office pressed and dressed. On the other hand, a Millennial may show up more informally and even advocate for work flexibility in a way that could be off-putting to traditionalists. 

Of course, the millennial and the traditionalist may bring equal effort to the job. More broadly, different generations tend to bring unique motivations to their work. 

Research shows that younger generations tend to be motivated by purpose-driven productivity; they want to work toward a mission they find meaningful. For some Gen-Xers who grew up during a time of significant social and economic change, skepticism toward traditional institutions propelled them toward innovation, independence and authenticity in the workplace. 

When leaders grasp generational trends in values and motivations, they gain meaningful insights that enable them to lead their teams more effectively and comprehensively. 

Leaders should start by raising awareness of generational preferences and then delve deeper into understanding individual differences. 

#3 Take steps to accommodate different preferences 

Leading a multigenerational team isn’t a zero-sum game where we only accommodate one generation’s preferences and biases. 

There are simple steps you can take to accommodate different preferences and to inspire and optimize your team: 

  • Understand your perspective and the assumptions and biases inherent in your viewpoint.
  • Facilitate understanding through team building and communication; model leading with curiosity and openness. 
  • Approach everyone with respect and demonstrate inclusion.
  • Implement flexible work policies to accommodate different needs. 
  • Set clear expectations around work etiquette, such as work attire, digital meeting behavior and other appropriate norms.
  • Thoughtfully pair different generations and explicitly state the strengths you see each bring to a project.  

Additionally, consider implementing a mutual mentorship program pairing older employees with younger ones to facilitate knowledge transfer and bridge generational gaps. This isn’t a new concept. Mutual mentorship was first used by General Electric in 1999 as the internet disrupted entrenched methodologies. It’s even more relevant today as new AI tools become more prolific and impactful. 

In addition to facilitating the transfer of mutually beneficial skills, these pairings allow for direct experience of the other and can lead to deeper understanding and mutual respect between participants.

Cross-generational connections for successful teams 

Maximizing a multigenerational workforce requires a strategic personal investment from leadership. The results are worth the investment. 

Leaders can expect to find more creative solutions to their problems and more innovation from diverse perspectives. There will also be more employee engagement, retention and loyalty. Teams often experience better communication, cohesion and productivity.

Most importantly, when everyone at the table has a voice that is valued, it brings out the best in each team member and deepens the trustworthiness that keeps teams united, resilient and collaborative, helping ensure long-term organizational success.

Thriving multigenerational teams start at the top. To cultivate such a team, start by doing the work yourself; embrace self-awareness, curiosity and effective communication. As the world keeps changing, creating a thriving inter-generational team is an ongoing process. It’s essential to start building this habit now. 

Opinions expressed by SmartBrief contributors are their own.

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