Managing Multigenerational Teams

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Duration: 1 Day Overview: Currently, there can be up to four generations employed in any workplace. Those in older generations may hold on past the usual age of retirement because of the current economic climate. The differences in their world views and behaviours compared with those of younger generations, eager to climb the corporate ladder or concentrate on work/life balance, may cause issues within teams. In this course, you will recognise how generational differences affect a team's individual world views and consequently the member’s performance and conduct. You will examine your own beliefs and behaviours in contrast to your own generation and then in turn uncover the differences to the other generations you may lead. Finally, you will do exercises and create action plans to change challenging behaviours, leverage generational assets, and hire and retain members to create a robust team of complementary intergenerational members. Target Audience: Managers of multigenerational teams who need to resolve problems and lead their members to deliver peak performance. Key Participant Benefits: Recognise Generational difference and possible problematic consequences Increase personal awareness of your beliefs and the effect on your management Improve team cohesion and collaboration Develop effective communication techniques for improving intergenerational relationships Enhance productivity and performance Key Business Benefits Boosts productivity through creating better team relationships and increasing ease of management Helps minimise conflict Staff are more likely to stay Strengthens staff understanding, trust and morale Creates a more tolerant and robust organisation Outline: Expand All LESSON 1: Handling Intergenerational Workplace Issues The participant examines their own generational beliefs and behaviours and then contrasts those to the likely held world views of their team members. The facilitator will then take you through a series of case studies, role plays and exercises in order to create an action plan to change challenging behaviours, leverage generational assets, and hire and retain members to create a robust team of complementary intergenerational members. Session One: Map Your Own Generational Attitudes Cultural Literacy Stereotypes Generation Millenials (Gen Y) Generation X Baby Boomers Traditionalists Generational Diversity Session Two: Reinforce Performance Expectations Performance Expectations Your Performance Expectations Performance Expectations Across Generations Session Three: Communicate Effectively with Your Team Communication Modes Generational Communication Concerns Communicating with Generations in Your Team Dead Zones Session Four: Motivate Your Team Motivation Motivators for Your Intergenerational Team Negotiation Negotiation with Your Team Members General Negotiation Concerns Your General Negotiation Concerns LESSON TWO: Promoting the Skills of Multigenerational Teams Session Five: Adapt to Multigenerational Teams Pluralism Your Pluralistic vs Monistic Views Corporate Culture Tolerance for Change Embracing Change Pandering Pandering to Your Team Session Six: Maximise the Potential of Generations Unique Assets of Generations Your Team’s Generational Assets Roadblocks to Acceptance Session Seven: Collaborate with Generations Decision-Making Styles Types of Collaboration Attitudes Toward Collaboration Your team’s Attitudes Toward Collaboration Warning Signs of Poor Collaboration Session Eight: Coach Generations on Your Team Coaching Styles Attitudes Toward Coaching Warning Signs That Coaching is Needed Your Coaching Needs Session Nine: Interview Multigenerational Job Candidates Changing Workplace Demographics Your Workplace Demographics Job Advertising Venues Resume Issues Information on Social Networks Interview Types Common Interview Issues Session Ten: Retain Intergenerational Employees Career Expectations Retention Strategies Your Retention Strategies Session Eleven: Personal Action Plan