Refreshingly real talk on leadership, people & communication by Liz Atkin
It won’t happen by chance…
If you want to make the most of your intergenerational workforce and join the ranks of successful companies already capitalising on this, you need to get intentional about it. Because all of the hidden opportunities and commercial advantages won’t play out by chance – though the frictions and dilemmas might.
While there have always been differences between older and younger generations, it’s the depth and pace of structural change over the last 10–15 years that has shaken things up faster than employers have been able to respond. By structural, I mean the social and economic shifts that are keeping older people in work for longer while shaping younger generations’ experiences so profoundly that their expectations of work and careers can be worlds apart from those of older colleagues.
So, what does this have to do with your organisation?
Everything. This isn’t just about what’s emerging now. It’s about the future of work – and the future is heading towards every organisation. Which begs the question: have you and your senior team really thought about this? And if so, are you taking a “suck it and see” approach, or a strategic one?
If you already have a plan, great – you’re ahead of the game both as an employer and as an enterprise. But if this hasn’t fully landed on your radar yet, now is the time to start thinking about it. Because then you can begin having constructive conversations with your senior team and bring it into leadership thinking.
I’m often asked where to start – what should be done first, who owns this, and what should the goal be? The first thing to ask is why. Why is this important, and why is it important to our organisation specifically?
These are the real starting points. Nothing gains traction without a shared rationale behind it – especially something that can initially feel more like a “nice sentiment” than a business strategy.
First, you need to give it business context: the risks and the opportunities. Without that, intergenerational working remains one of those “woolly” topics that gets passed around without ownership or quietly drops off the agenda altogether.
So here are some questions to explore with your senior team:
– What are the demographic trends in our workforce and customer base over the next 5–10 years?
– Where are we already seeing generational friction, and what is it costing us in productivity, engagement or retention?
– Where are different generations already collaborating well, and what can we learn from it?
– Are our leadership styles, workplace practices and career pathways fit for a workforce spanning four or even five generations?
– How effectively are we transferring knowledge, skills and experience between older and younger employees?
– Are we attracting and retaining talent equally well across all age groups?
– And are we treating intergenerational working as an HR issue – or as a business performance issue?
Because this is not simply about managing age differences harmoniously. The organisations that will thrive in the years ahead will be those that learn how to harness the strengths, perspectives and capabilities that each generation brings.
Simply said, you don’t need all the answers immediately, but you do need to start the conversation – intentionally.
Get in touch for strategic support, tailored workshops and CPD sessions.
liz@refreshingcomms.co.uk