Bridging the corporate generation gap calls for tact

Gaston de ROSAYRO

The ageing populace in many Western countries are ignored or hidden away, whereas their counterparts in Eastern or tribal societies are revered, respected and greatly valued for their age and wisdom.

This is true not just in the social context but also in the corporate sector. In most companies, more so among public sector units, age has a direct correlation with seniority in the organisation. But it appears to be changing fast as globalisation and technology are changing the rules of the game. With a heavy thrust on performance, experience no longer carries the premium it once used to.

Fresh thinking and ability to adapt and learn on the job are becoming very important. Not surprisingly, many seasoned executives find themselves overtaken by relatively young fresh graduates. This shift of power generates heat and friction at the workplace. The experienced ones are not exactly thrilled at taking instructions from someone much younger. The younger lot, brimming with new ideas and raring to go, often feels straitjacketed by the friction that age and experience dynamics generate at the workplace.

The mix of older and younger workers often plays out in clashing values, and occasional resentment. But really it should not. With a bit of thought and effort, it is possible to mix the experience of age with the enthusiasm of youth to create an engaging, productive workplace.

This can be caused by competition for promotions at work or even the next good job. Bosses should not favour ‘hot shots,’ because they may leave, while ignoring veteran employees and their bedrock performance.

Competition is the unspoken issue among workers of sharply different ages. Older workers may feel threatened by their younger, and cheaper, counterparts, who have up-to-the-minute skills, while some younger workers may not understand what the older set wants. Money can be a problem. At some point in everyone’s career, usually by their mid-50s, employers ask themselves a basic question: Why should I hire you when I can get two kids for the about same price?

The key issue is not age, but money. Workers in their 50s and 60s are often turned down for jobs because they are too expensive, not because they are too old. The pitch from older workers should be: This is what I can do for you that kids cannot. Recounting prior experience is not enough. You have got to make it relevant to the present and make it clear to the prospective employer that you are open to new challenges.

The conflict arises usually because of a clash in mindsets. The older lot tends to view the younger bosses as a bunch of inexperienced, impulsive upstarts with little regard for age or wisdom. The younger ones, on their part, tend to think of the former as outdated, low on ambition and resistant to fresh ideas. But many companies have been perceptive enough to set out subtle guidelines to avoid friction at the workplace between younger and older executives.

The main thrust of the management initiative is to remind the young bucks to be sensitive. It is not an easy task bridging the generation gap. With so much of age disparity there is bound to an obvious difference in attitude, mindset and approach to work and life. This is the generation gap playing out at the workplace and both generations need to handle this with care and tact. This is particularly true for the younger lot who are at the forefront.

They need to keep in mind the fact that it is far more difficult for the older lot to change than the younger ones. Nobody likes being bossed over, certainly not when it is the younger lot bossing over the older ones. A little patience and some sensitivity while communicating with them can go a long way. Making the older lot feel important and their experience invaluable to the organization is important.

But both the old order and new must learn to be flexible. Stereotypes are meant to be broken. Not every young boss is aggressive, brash and opinionated. In the same vein not every older employee is closed-minded and condescending. So always keep an open mind. A little respect for the older lot can go a long way in establishing a good all-round rapport with everyone will be to your advantage. Understanding each other as colleagues, not necessarily as boss-subordinate will help.

Whatever you do avoid needless clashes. For the older crowd, it is important to steer clear of constantly harping about the ‘good old days.’

Drop the condescending attitude and stop equating younger years with less capability. As for younger bosses, do not dismiss the older subordinates as a bunch of crusty resistance fighters.

A little respect and appreciation of their contribution might go a long way in winning their confidence. Respect others for what they bring to the table. The older lot has the benefit of experience and consistency.

While the younger ones may possess new-fangled creative ideas and a better understanding of coping with today’s fast-paced business environment. Still, both sets have a lot to learn from each other, so keep the channels of communication open. It would be wise for all employees to renew their commitment to building age-diverse workplaces.

Many of them have all reaped the benefits of employing a multi-age workforce. It is true that variation in the workforce brings fresh ideas and perspectives from which companies will always benefit.

Ultimately, forward-looking employers know that age diverse workforces are effective, productive and motivated.

Remember that everyone in the organisation is expected to be working towards a common goal. Ultimately, both of you are working for the greater good of the organization. Keeping that big vision in mind, despite conflicts, will help focus energies more constructively.

In a world biased towards performance than experience, avoiding friction born out of the generation gap calls for tact and sensitivity. But never mess with the oldsters in your workplace.

And never underestimate their craftiness at extracting revenge. Deception, cunning and trickery are possessed by the ‘golden agers.’ You will find that you will be bested by wit, intelligence and experience. Such as the time when a young hot shot executive was attempting to cut his older immediate superior at every turn.

On the morning of a crucial meeting both were exchanging contradictory ideas. The younger man complained of a headache, the older one offered him two asprin.

Hot shot did not attend the meeting. No one could prove anything. But office legend had it that the ambitious youngster had ‘accidentally’ been given a sleeping pill and a laxative. Age and treachery will always overcome youth and skill! Brilliance and bull only come with age and experience!

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