No doubt about it: The new diversity issue in the workplace is age diversity. Organizations that have finally figured out how to recruit the best new talent now find themselves on a collision course of conflicting values, attitudes, and points of view.

In one lane, there’s "The Greatest Generation"--the World War II cohort who deftly rebuilt the American economy in the ‘40s and ‘50s with strong command-and-control leaders and climb-the-ladder corporate cultures. In another, there are the Baby Boomers whose feelings are generally split about what’s happening at work. Some are digging in their heels and resisting the changes precipitated by globalization, technology, downsizing and reengineering. Most are adjusting to requirements of flexibility, techno-literacy, and entrepreneurial thinking. Bearing down on both generations are the youngest workers: Generations X and Y. They’re wondering what all the commotion’s about. Hot-wired for the new economy, these free agents are out leveraging their skills in ways that leave their elders shaking their heads in disbelief. For Xers and Yers, nothing’s changed. It was like this when they first arrived and they kind of like it this way.

Each of these age cohorts is driving through the same fast-paced business terrain, but it sure looks different from each lane. At first glance, the challenge seems to be about respecting everyone’s point of view. The approach many organizations are taking is this: "Let’s be polite, make nice and practice tolerance so we can resolve the conflicts among us." That works--as it does for all diversity issues--but only to a point. None of the requirements of today’s workplace are driven by the needs and expectations of any one generation--they are driven by the realities of the new economy: fast-paced, unpredictable, high-tech, global, knowledge-driven, and fiercely competitive. That is the environment in which people of all generations must work together. Making that clear to every person of every age is the critical first step toward a workplace where age diversity is a strength, instead of a potential weakness.

Leverage each person’s uniqueness and capitalize on the different points of view and styles of every person on the team. Then get everybody focused on the shared mission of the organization (or the team) and get back to work. The work itself can be a most powerful common ground when the work itself is what matters most. Clarify for every person his or her role in relation to the mission: goals, deadlines and guidelines. Make sure everybody understands that working together to get lots of work done very well and very fast is not negotiable. It’s what everybody is expected to do together every day in today’s workplace. This clarity should help everybody figure out right away whether he or she is going to stay on the team or not. Those who remain on board can work in a setting where every person's talents, skills, knowledge, experience, and point of view is valuable, precisely as it bears on the overall mission that everybody is working together to achieve.  

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