Here are some things to consider:
1) The foundation for creating synergy starts with team building.
"People want to grow, people want to be
listened to, and people want to feel they are important, the value of team building in order to get team members to buy in to a collaborative learning environment where people
of different backgrounds can all contribute their specific strengths.
"Realize that each generation brings wonderful strengths to the
workplace,While focusing on our own
individual strengths is certainly important, imagine how much more
effective everyone on your team could be if [they] learned from the
strengths of others as well. Publicly acknowledge what each strengths are and encourage everyone to
share their viewpoints and values with the group."
2) Team-building exercises can
expose assumed stereotypes.
Many veterans have a hard time respecting team members who have been on the job only a few years and who they perceive to be unwilling to put in as much effort. On the flip side, many younger team members believe that veterans are averse to technological advances that bring efficiency and are generally stuck in outdated ways of thinking and operating." You must create an informed respect between the different generations that allows them to better communicate, share ideas, and help one another.
3) Management must take additional
action besides team building.
Holding weekly meetings with
department leaders to reinforce the idea that employees must stay
connected so that they trust each other enough to be able to ask for help
and tap into each other's strengths. For a middle market firm to reach its
full potential, it has to be done.
4) Form diverse committees.
Just as important as
management getting together is the idea that firms should develop a
committee comprised of team members from each generation. The goal here is to
allow for frank observations and questions in a private setting so as to
better understand the viewpoints of team members from different generations
and how these manifest themselves in the daily actions of team members . These
meetings can be casual at times, but when there's a need for it, members
can hash out specific situations involving team member friction. This will
help committee members understand different generational perspectives on a
topic, and each member can then go back and provide insight to others
within his or her own peer group, all for the benefit of the firm.
*Looking forward to your comments, replies, and suggestions . Thank you for reading and contributing, your feedback is MUCH appreciated .
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