role does the ongoing presence of post-retirement-aged workers play in the effectiveness—and motivation—of intergenerational teams?


Illuminating Blind Spots The dynamic of intergenerational (or multigenera- tional) teams can be a source of conflict or can lead to cooperation, collaboration, and a more balanced and productive group. For leaders, the differences that intergenerational team members bring to the work- place can be an asset in creating a varied idea exchange, which ultimately leads to greater innovation.


A post on Careerealism, a career-management blog, read, “By having a multigenerational workforce, blind spots can be avoided to a large degree. A clear example is the issue of technology. The young bulls (of either gender) want to have technology, technology, and more technology. The older bulls (of either gender) can put a quash on making the company technology-based for technology’s sake.” This creates tension which can be an opportunity for team members of all ages to share their own unique perspectives, showcase their own strengths, approach each problem differently, and offer solutions that may not have been considered before. As a result, among those differences lies a common ground—the shared project or company goal toward which each team member strives. And each team member is pivotal in balancing out the other.


Understanding that each team member’s personality creates a gateway into his or her work style and prob- lem-solving methods, regardless of generation, should be encouraged. A focus on individual personality, and the personality dynamics of a team, as opposed to generalizations about groups, is the foundation for unleashing the power of diversity in the workplace.


Unlocking the inherent strengths of each team mem- ber can provide an opportunity to create a plan that can further drive success in a multigenerational team. In fact, Jennifer Deal, author of Retiring the Generation Gap: How Employees Young and Old Can Find Common Ground (Center for Creative Leadership), suggests that people from different generations have surprisingly similar values and expectations for what they seek at work. She found consistency in wanting credible and


trustworthy leaders, minimal change, and someone to coach them.


So, if we all tend to hold similar workplace values, the causes of any perceptible tension may be lessened by understanding generational differences in how people approach work and what motivates team members. Once this understanding is elicited, acceptance of oth- ers is likely to increase.


You Are Who You Are Furthermore, we all get older, but our generational cohort remains. Older workers tend to report high levels of overall job satisfaction and commitment. Research in the 1970s and 1980s, before Generation X was working, showed evidence of negative stereotypes and attitudes toward older workers in general. Since we all age, the importance of understanding our gen- erational cohort, intergenerational differences, and own personality strengths becomes critical to alleviate age-related stereotypes of our teammates that could result in a dysfunctional or underperforming team.


This type of discussion facilitates team development. The important thing to know about team develop- ment, especially in a diverse group, is that nothing is a quick fix. Teams are dynamic. Individuals come and go, develop their own strengths, and age. Goals and objectives change over time. Development must be ongoing; it should begin with the current team or at the time of hire and continue throughout the company indefinitely. It is not until a company embraces team development and diversity as part of its culture that a group can be truly effective.


Dr. Hollmann is the author of The Power of Five: Maximiz- ing Organizational Effectiveness by Managing Gen- erational Work Styles, an e-book that identifies the unique differences between the five distinctive generations currently in the workplace.


The Magazine 3 5.2017


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