Leadership and Executive Development for women of all races, cultures and backgrounds
Issue link: https://diversitywoman.epubxp.com/i/632328
18 D I V E R S I T Y W O M A N W i n t e r 2 0 1 6 d i v e r s i t y w o m a n . c o m Point of View > The Corporate Ladder E mbracing diversity in the workplace has historically meant quantifying and addressing the lack of racial and gender diversity in the workforce. But D&I; eforts need to go beyond race and gender. Fostering inclusion across generations is a challenging dynamic but is full of prom- ise for organizations that invest in un- derstanding and galvanizing the talents and insights of various generations. If you take a close look, you will see generational biases playing out in many organizations. For example, communications, initiatives, or approaches surrounding business activities will typically be geared toward one generational value proposition over another. Shortcuts are regularly taken for expediency's sake, and when pressed for time, most of us lead through the lens of our generation. What's needed is a skill set for manag- ing generational inclusion: a way to bring all generations to the table for greater productivity while anticipating and planning for potential fashpoints. For example, a baby boomer may try to cover up his or her discomfort with tech- nology by being reluctant to seek out continu- ing education. A Millennial may express need for a fexible schedule that an older coworker, if not given the same opportunity, might resent. Or Millennials who are comfortable as gay or Hispanic or disabled may dispense with "cover- ing"—that is, with trying to defect the efects of stigma associated with minority status—but make their older counterparts uncomfortable with their "overt" authenticity. In my work as a diversity advocate and ally, I recommend several steps an employer can take to foster inclusion across the generational divide. To begin to understand the assumptions we make in the workplace, the stereotypes we unwittingly support, and the overcompensat- ing we sometimes do in an efort to show up as more fully ourselves, it helps to participate in an employee resource group (ERG), an internal employee unit dedicated to creating awareness and changing behaviors and mind-sets around underrepresented workplace populations. Jennifer Brown ERGs are microcosms of the organiza- tion at large and, as such, are safe places to explore what authenticity means—being oneself while allowing that others may be uncomfortable with it. Tese groups can help model how to fnd that balance, in a productive way, and lead the efort for organizational learning through the occasional discomfort. In addition, employers and supervisors have a role to play when it comes to defning the skill sets that diferent generations bring to the table. Training managers on the role of bias in hiring, retention, and advancement is critical. All leaders share a responsibility to challenge their assumptions about talent. A generation- ally diverse pool of job candidates makes for a richer feld and a stronger team. Likewise, it is important not to have preconceived notions about how a leader should look or behave. For example, a Millen- nial leader might not ft the corporate mold, but that does not mean he or she should be dismissed. Many promising young profes- sionals might also lack the requisite years of experience. Rethinking job qualifcations and relevant experience, along with seeking diversity in background and communication style, can help determine if that person might succeed in a given position. Like many assumptions about the diferences that separate us, the divide between gen- erations may reveal opportunities that, once appreciated, will lead to the kind of employee engagement and levels of respect that can foster a company's best work. DW Jennifer Brown is a passionate advocate and social entrepreneur committed to guiding leaders and organizations to create healthier workplace cultures that resonate with current and incoming leaders. Training managers on the role of bias in hiring, retention, and advancement is critical. Bridging the Generational Divide