When we think of diversity in the workplace, there is one type of diversity that is often forgotten – age diversity. And yet age diversity is the widest it has ever been in many organisations that might include a multigenerational workforce – from baby boomers to Gen X and Z.

It’s a given that each generation brings with them their own strengths, preferences, habits and communication styles, which makes it a complicated but rewarding landscape. ‘A generationally diverse workforce allows for mentoring and learning, and expands the organisation’s pool of talent, which is always a strategic imperative,’ says Leadership Development Practitioner Brian Mhlanga.

Intergenerational workplaces: an expert’s advice

To create a space where everyone can learn from one another, organisational leaders have to establish the right kind of workplace culture. ‘Psychological safety should underpin all interactions so that people feel comfortable making mistakes and learning from them,’ he says.

‘Bias and stereotypes are labels that are limiting and put people in boxes. They imply that there is a flawed logic in how a particular group thinks. Rather work from a place of understanding and empathy, and use these levers to bring out the best in each person.’

When it comes to having different skill sets and priorities, Mhlanga believes that lockdown has catapulted us into a place we should’ve reached years ago. ‘Every worker needs agility to stay relevant and those who can’t keep up won’t survive the digital revolution. Teams need to help one another to find a way through and each person has a role to play. Despite rapidly changing tools and technology, a workplace is still a system of interdependent elements and everyone must play to their strengths to succeed.’

Being younger than the team you have to lead

Lerisha Naidu, Head of Competition & Antitrust at Baker McKenzie in Johannesburg, was appointed as one of the company’s youngest partners when she was only 32.

‘The youth are often dismissed as frivolous, so I feared not being taken seriously and having to contend with another layer of unconscious bias,’ Naidu says. ‘Experience should be seen as time and depth of service and not just by years of service.

‘I work hard to establish connections – finding similarities in my co-workers and embracing and celebrating their differences. I’ve found that once there is a connection, bias often dismantles itself. Sometimes our own internalised bias is our worst enemy, so it’s important to believe that you deserve to be where you are and work hard to silence the voices that are holding you back.

‘Enabling environments, which actively foster inclusion and champion diversity, can bridge perceived gaps and offer the support you need to use your voice – even when you’re afraid. My strategy is to lead with humility and work hard to demonstrate depth – it earns more meaningful respect than a title.’

Working with a younger colleague

Sarah* is a senior manager in a content-marketing agency. She had made the transition to content marketing in a mostly online environment after cutting her teeth in print publishing.

‘I came from an analogue background and my co-worker was a digital native. She wasn’t exactly my boss, but suddenly we were thrown together to work on the same account and the sparks flew almost immediately. She dismissed my approach to project management as outdated and moved my slides around in presentations without consulting me.

‘This left me with egg on my face in front of our MD when I couldn’t explain the reasoning. When I asked for more explanation, she couldn’t support her thinking and her comments were clearly subjective.

‘For our project to succeed, the two of us needed to move past passive-aggressive comments, stereotypes and innuendo and focus on each of our strengths. We looked at the project deliverables and decided that I would focus on strategic thinking, and she would integrate her digital tools and skills to bring the two parts of the project together.

‘It helped us to develop a mutual respect and apply this thinking to all our future work. Open, honest and transparent communication is key.’

*Not her real name.