Working in Harmony Among Generations

Writer: Sorayuth Vathanavisuth, Ph.D.

Recently, I had an opportunity to listen to an interesting presentation on understanding Generation Z in the workplace. Although, there are several statistical numbers which can help audiences to manage their organizations, I myself paid particular attention to how different generations can work in harmony.

Many listed firms are still managed by major shareholders who are in Baby boomer generation together with their trusted top executives who are possibly Gen X and Gen Y. Hence, it is quite interesting to learn how these 4 generations run the firm together. In a nutshell, from my observation, there are practical approaches numbers of successful corporations are implementing which Board member may wish to consider as follows.

Right mindset

Since organizational performance is the result of human being’s work, this can happen if everyone, including the Board member, can work together in harmony. With the right mindset, Directors will know which side one’s bread is buttered and try to find the way to solve obstacles that hinder harmonized organization particularly from different paradigm from different generations. The right mindset also encourages Directors to open their minds and welcome different ideas and suggestions in order to handle a hard nut to crack and provide better business opportunity to the firm.

Practices what one preaches

Not only Directors should commit that they will comply with the related rules and recognized guidelines, such as 8 corporate governance principles set out by the SEC (Securities and Exchange Commission), they must behave accordingly at all time. Consistent practice of behaving as a role model is critically important since the people below always look up what the people up there actually do.

If ones are diplomatic and concern on selecting the right words to communicate with others, they should do so during their private times as well. This can be considered as a trap for some of people on top who may forget that “loose lips sink ships”. Although, they may have a good intention to do their jobs, they still have to be mindful all the time in order to perform right in their Directorship role. Think about Mahatma Gandhi who believed in ‘non-violence action’ for which he always practiced what he preached.

Put oneself in the others’ shoes

Taking care of employee is considered top priority due to the fact that all the jobs have to be performed by people. When Directors put themselves in the employees’ shoes, they can clearly see that different generations may looks for different kind of benefit.

Directors should support CEO and top executive to give financial and fringe benefit to employees as appropriate. As long as Directors dedicate time on this matter, management is likely to provide useful info. and able to conclude the right benefit to employees such as insurance policy, medical service, vacation policy, maternal leave, work-from-home policy, etc.

Valuing communication

Concerning to others can be observed in various form for which compassionate verbal expression is certainly one of the obvious evidences members of organization can easily observed. In this regard, Directors have to remind themselves to be careful with their words all the time.

Direct feedback, sometimes the negative ones, can also help tearing down the wall between generations if it is properly used at the right time. Communication with short VDO clip via various social platforms may generate better result than expected. If proper handled, social media can be high influence communication tool among generations in the organization as well.  

Compassionate supporting

Directors may not have an opportunity to involve day-to-day operations but they can ensure that supporting among employees and also management are always there. This can be clearly visible in core values and corporate cultures statement. Organization who takes this practice can provide proper climate for employees from different generations since they can see and expect what will happen in their workplaces.

It is also highly possible that there may be an issue of generation gap among the Board members especially if young generation of the major shareholder and senior ID (Independent Director) have to work closely particularly in sub-committee requirement. No matter which generation the Directors are belong to, they must be mindful that unspoken words, and body language, speak louder than the voice communication since human being’s communication usually expresses their feeling 70% through non-verbal communication.

Live the good life

One of the key duties of Directors is to ensure that corporation is able to create wealth in order to exist in the long term. Nowadays, sharing the wealth of the firm is even more importance for both the firm and general public to ensure that the firm does not cook her own goose. The concept of ESG (Environment, Social, Governance) is the solid proof that sharing what the firm has is critical no less than how the firm obtains that wealth.

In this regard, besides sharing the firm’s wealth and resource, Directors should ensure that organization not only does the real thing but also publicize what the firm really does through the right off-line and social media channels. 

Directors must raise this concern with CEO in order to ensure that the message can get across among generations. If they do properly it can be like a positive reinforcement which will result in ongoing doing the good thing for both internal, employee, and external, general public, parties.  

Generally speaking, most of the Board members are in Baby boomer and Gen X category. Hence, these suggestions can help ensuring smooth operation in short and long-term if they are considered and implemented by Directors. They then can find proper way of thinking and taking the right action at later stage.

Disclaimer: This article is written for educational purpose only.

Sorayuth Vathanavisuth, Ph.D. a DCP 3 & CDC10 - Graduate Member and former facilitator of DCP’s Strategic HR section. He can be reached at sorayuth@sealeadership.com.