The vital tension: Managing multi-generational teams

f, cconotNc ro A recent Fortune article penned by lLcolleen Leahv. more than 13 million workers will be 65 and older by i\ZZ.thut'" up 7.3 million from today. Currently, more than one-third of the U.S. workforce is made up of Baby Boomers. What role does the ongoing presence ofpost-retirement-aged workers play in the effectiveness-and the motivation - of intergenerational teams?

The dynamic of intergenerational teams-those workgroups made of employees from more than one generations-can be either a source of conflict or can lead to cooperation, collaboration, and a more balanced and productive team. For leaders, the differences that intergenerational teams bring to the workplace can be an asset in cre- ating a varied idea exchange leading to greater innovation.

CBS Money Watch recently quoted a blog post by Careerealism, a career management blog: "By having a multi-generational 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 vital tension means that essential technology will be implemented, but non-essential technology will not-at least ideally."

Also, younger workers are more likely to take risks that can benefit the company if there is a safety net of older workers to catch them if they fall. Conversely, older workers can rapidly fall behind the times and be beat by competitors if they don't keep up. A multi-generational workforce lets each generation do what they do best, without a fear that something will be missed. This leads to greater creativity and a better flow of ideas within the company.

This vital tension creates an opportunity for team members, of all ages, to share their own unique perspectives, work to their own strengths, approach each problem differently, and offer solutions that may have not been considered before. So as a result, among those differences lies a common ground: the common project or company goal toward which each team member strives. And each team member is pivotal in balancing out the other.

Understanding that each person's personality creates a gateway into their work style and problem-solving meth- ods, 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 member can provide an opportunity to create a work plan that can further drive success in a multigenerational team. In fact, Jennifer Deal , author of Retiring the Generation Gap: How Employees Young & Old Can Find Common Ground, suggests that people from different generations have surprisingly similar values for what they seek at work. She found consistency in wanting credible and trustworthy leaders, little change, and someone to coach them. So if we all tend to hold similar workplace values, what may cause the "tension" may lie in "how" this is accomplished and in the "who" of personality dynamics.

Understanding generational differences in "how" people approach work, coupled with an understanding of who people are and what motivates team members, is likely to increase acceptance of others and provide a framework to take individuals and create a team.

Further, we all get older, but our generational cohort remains. Older workers tend to report higher levels of overall job satisfaction and commitment. Research in the 1970s and 1980s, before Generation X was working, showed evidence of negativc stereotypes and attitudes towards older workers in general. Since we will all age as we work, the importance of understanding our generational cohort, intergenerational differences, and our own personality strengths becomes critical to alleviate age-related stereotypes of our teammates that could result in a dysfunctional or an underperforming team.

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

For example, perhaps your team meets once a month to go over both past and upcoming projects and how they efficiently moved forward or were delayed. By recognizing personality differences, the team may realize efficiency was strengthened or weakened by clashing personalities. The team can then go over its strengths and come up with creative processes or strategies, together with their manager, to ensure that the team works even more effectively moving forward.

When leaders present such processes as growth opportunities, it will help to engage employees. Team development can be customized and tied directly to company goals and objectives-both for revenue growth and employee retention.

The implications from the Fortune article are endless, but there is one thing for certain: no matter the company or the industry, in cases where employees are working in multigenerational teams, it's imperative to implement team development programs. Leaders must understand who makes up the team, from not only a generational perspective, but also from a personality perspective, and use those insights to understand what each individual brings to the table in order to get the most from the team as a whole.

With regard to organizational strategy. it's important to pinpoint potential team issues before they become detractors of productivity-which is why leaders should foster regular team discussions around projects goals and outcomes.

Older employees can offer endless value and experience to their teams, and younger workers coming into the workforce can bring fresh perspectives on age-old processes. Keeping up in a world that changes minute by minute requires an investment in the people who will take the company forwardas well as an understanding of how each unique individual contributes to the bottom line, regardless of age.

- Herb Greenberg, Ph.D., is the founder and c.e.o. and Patick Sweeney is president of international management consulting firm Caliper, Princeton, N.J. Reach them via www.caliperonline .com.

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