5 tips to bonding generations in the workplace (reading time: 5 min.)
Tips # 1 & 2: Honor the water carriers and cultivate a culture of wise change
by Mary Boza Crimmins
THIS IS TIP #1 OF A 5 PART SERIES. IF YOU WANT TO READ THE ENTIRE ARTICLE AT ONE TIME, IT IS POSTED AS WELL.
Returning to the physical workplace has its bonuses: reconnecting with friends, collaborating with colleagues, and even sharing about weekend escapades on a Monday morning. Nevertheless, proximity to others sometimes involves interpersonal conflict, and the generation gap can be one cause. Here’s a refresher on closing the gap and achieving more synergy within your team.
Partial disclosure here, I’m a middle-aged woman (note that it was partial as I didn’t offer my exact age). However, in my early career, I was usually the youngest person. At 19, I was a retail store manager. In my early twenties, I trained salespeople. Then came the day when I realized I was the oldest in the room. How did that happen? Experiencing overt references to my age inspired me to reflect on how ageism works. My goal here is to mitigate misperceptions based on age so that teams are more cohesive. Yes, generational peculiarities may exist, but they need not be gaps that separate. Here are five tips to bond generations in the workplace.
1. HONOR THE WATER CARRIERS
In his book Leadership Jazz, Max De Pree described the value of water carriers to an institution. Water carriers are individuals who have been with an organization for many years and who “transfer the essence of the institution to new people.” Water carriers have experienced firsthand the evolution of an organization. Sometimes the institutional history water carriers share is underappreciated. However, water carriers, like water itself, are essential to growth. Water carriers are not interested in hoarding the water; they are interested in sharing it.
While there is often tension between what is done and what should be done, it is essential to remember that a water carrier is not a naysayer. Just as with history, if corporate decision-makers don’t know the past, they repeat mistakes. Water carriers should be heard and valued. They are an integral part of a community that values experience and growth. Honoring the water carriers and others who have longer tenures doesn’t mean being stuck in the status quo, which leads us to the importance of cultivating a culture of wise change.
2. CULTIVATE A CULTURE OF WISE CHANGE
New and, yes, younger team members often come in with many ideas. Enthusiasm may need to be curbed, but we never want to squelch it. While contemplating change, leaders must ultimately make the call, but they do not have to act in isolation. When new ideas are presented, pair the person with the new idea with a water carrier. The purpose is not for the water carrier to approve the project. It’s an exploratory session to compare the new concept with similar initiatives from the past. What was learned before? Was the previous initiative successful? If so, why? If not, why not? The water carrier and the idea throwers become a team. They collaborate to develop a visual comparing the new idea to a past initiative and create a list of questions or thoughts for further consideration. The wisdom here is that leadership is honoring those with longevity as well as the newbies. The team bonds and ideas improve when past initiatives connect with future possibilities.
To further cultivate a culture of wise change, conducting periodic STOP DOING sessions, as Jim Collins (follow him on Twitter @level5leaders) described in his bestseller, From Good to Great, is another strategy for wise change. To avoid bias, a neutral third party should mediate the session. Utilize someone who is from a different department, another branch, or an outside consultant. Also, to invite thoughtful responses from all, especially those who are hesitant to speak up in a meeting, allow your team to reflect independently before the meeting and require a written list as an entry ticket to attend the meeting. The objective is to provide each person with time to reflect before they are on the spot to contribute. Their STOP DOING list can include just one contribution or several.
Before the STOP DOING brainstorming session, clarification that the session is not a promise to cease all practices on the list is imperative. Instead, it’s an opportunity to offer feedback regarding practices, rules, and/or procedures that need reevaluation. The decision to either discontinue, improve, or better communicate the reasoning behind a practice is saved for another day. However, to demonstrate that the input is valued, feedback on the STOP DOING list must be timely.
STOP DOING lists and SWOT (strengths, weaknesses, opportunities, threats) sessions can offer valuable insights. Nevertheless, change for the sake of change is whimsical and a waste of limited resources. A culture of wise and collaborative change creates bonds. Laughing and a little friendly competition also creates bonds, so consider playing games. (TIPS ON HOW TO FACILITATE A STOP DOING LIST SESSION ARE LOCATED AT THE END OF THIS POST.)
TIPS #3, 4, and 5 will be posted tomorrow, July 21, 2021. Start a conversation below and/or give me your feedback. I value your thoughts because THOUGHTS COUNT!
Mary Boza Crimmins is a professional writer, researcher, and public speaking coach. Her mission is to support business owners in achieving their goals because they deserve support. Mary understands that time is a scarce, non-renewable resource. There’s not enough time to work in the day-to-day of your business and work on long-term strategies. Mary will help end the frustration and procrastination cycle by completing projects such as updating website content, creating user-friendly handbooks, or writing engaging blogs to distinguish your business. Working with Mary is easy, affordable, and liberating. Get started now with Mary by emailing her at mbcrimmins@gmail.com or completing the contact information at www.marybozacrimmins.com.
TIPS ON HOW TO CONDUCT A STOP DOING LIST SESSION
When possible, have a neutral person conduct the session. If this is not feasible, choose someone who is going to suspend judgment and refrain from interjecting.
Communicate the objective and ground rules before the session and at the beginning of the session.
Reiterate that it is a brainstorming session, not a discussion or debate. A free flow of ideas is essential. The recorder can ask questions to ensure they are accurately capturing the idea but must avoid questions/statements that reflect a judgment on the idea.
At the end of the session, communicate the next steps.
Follow through on the next steps promptly.
Ensure complete transparency by having the list visible throughout the session. One option is to project the typed list onto a screen. Remember to check the technology before the session. Another option is to use the self-stick easel pads and markers.
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