Overcoming Key Challenges of the Multigenerational Workforce

The multigenerational workforce is one of the hallmarks of contemporary organizations. It's often a challenge.

Many of my coaching clients have trouble dealing with this complexity -some have been frustrated. I like to think of generational diversity at work slightly differently.

What's Golf Without a Challenge?

If you ask most golfers about the most memorable courses they've played, they'll often list the most challenging ones. Hazards, tough greens — these can be frustrating, but the game wouldn't be very interesting without them. Without a challenge, why would you bother playing the game?

The same goes for leadership. If it was easy organizing people to accomplish a common goal, why would you need a leader in the first place?

Now, let's look at three specific challenges leaders face with multigenerational workforces: culture clash, life priorities, and knowledge gaps. In each section, I'll also talk about some simple leadership principles that will let you start leading in a way that's right for your unique organization.

1. Leading Through Cultural Diversity

 Highly diverse cultures can lead to clashes. Specifically, as a leader, having people from different backgrounds and with different value structures, can naturally make you start to worry.

How do you make a work environment that's comfortable and productive for people with different work styles and cultural values? On the face of it, it seems impossible.

In reality, the solution is relatively straightforward in almost every case. It's a combination of clearly defining your organization's culture — and then living that culture daily.

It's straightforward, but it certainly isn't easy. Creating a company culture is about more than just a message or an idea. It's about priorities, action, accountability and ownership.

Choose what's most important to the success of your organization. Consistently and completely act on those choices. That creates a work culture that supersedes individual and age-group cultural norms.

2. Recognizing Different Priorities

Another common concern comes from the priorities of different generations. This comes down to vision.

These so-called natural work styles typically come from a vague vision of success. Doing a job well and getting fair pay is an ideal shared by older generations. Being part of something important (or being important) is an ideal for younger workers. 

All these have their merits, but what's your greater vision of success? Where is your organization going? This specific ideal is something everyone in your company can share — if you refine it and communicate it effectively.

3. Empowering Varied Knowledge

The multigenerational workforce has people with vastly different knowledge levels working together. I see this as a great opportunity for mentoring relationships and complex collaborative teams.

Rather than a young worker without professional skills, what I see is an opportunity to re-engage an experienced team member. Rather than an older worker having trouble with technology, I see an opportunity to let younger team members feel important while providing real value to the organization.

Play the Courses That Reward You Most

Leading a multigenerational workforce is just like playing a tough course. Rather than get frustrated when you flub a shot, remember that the challenge is exactly what you're here for. By the time you're through, you'll have further developed your skills and judgment.

What simple leadership principles can you better develop to start leading in a way that's right for your unique organization?