Harness generational diversity, Cayman delegates are told
The differences between generations and their attitudes towards technology and work-life balance have to be carefully managed if companies are to get the most out of their total workforce.
That was the message from a panel speaking at the Cayman Captive Forum 2024 this week on the topic of ‘Cultivating Healthy, Inclusive, and High-Performance Workplaces’.
Moderated by Fiona McDougall, owner of Healthy Futures, the panel featured Pilar Bush of AtWater Consulting, Jondo Obi of the Cayman Islands Red Cross, and Sutton Burke of Infinite Mindcare.
McDougall opened the session by highlighting the extraordinary generational span in today’s workforce. From Baby Boomers in their 70s to Gen Z employees in their 20s, the workplace mirrors societal changes over the past five decades. “Our workplaces are representative of this span,” McDougall observed. “Understanding generational diversity means recognising how technology, communication styles, and values shape our dynamics.”
Each generation brings distinct attributes:
Baby Boomers value loyalty, hierarchy, and teamwork but are often cautious with technology.
Gen Xers, entrepreneurial and pragmatic, were early adopters of email and personal computing.
Millennials, shaped by globalisation and the gig economy, seek alignment with organisational values and prefer collaborative work.
Gen Z, digital natives, prioritise inclusivity and work-life balance, challenging traditional structures.
These insights, McDougall noted, provide a framework for leveraging generational strengths while addressing potential friction.
She also pointed out that in the next few years Gen Alpha – those born after 2010 – will start entering the job market, bringing with them their own unique characteristics, such as being very comfortable with AI and other technology.
Bush emphasised the importance of data in understanding workplace dynamics. “Start with your organisation’s age profile,” she suggested. “Understand how age distribution intersects with roles. Is one age group dominating managerial roles? This data is critical for informed decision-making.”
But knowledge alone isn’t enough. Bush advocated for facilitated conversations to foster understanding. “Facilitate professional, objective discussions where one group can learn about another’s strengths,” she said. “Define ‘high performance’ together, blending the ‘what’ valued by Boomers and Gen Xers with the ‘how’ prioritised by Millennials and Gen Z.”
Bush’s advice resonated with Obi, who oversees one of the most diverse teams in the Cayman Islands. Obi highlighted the role of motivation. “Different generations are motivated by different things,” she explained. “Younger employees might prioritise career development, while Boomers may value acknowledgment for their experience. Mentorship programmes pairing Boomers with Gen Z staff are one way to bridge these gaps.”
However, Obi cautioned against generational stereotypes. “Phrases like ‘Gen Z are sensitive snowflakes’ or ‘Boomers are stuck in their ways’ can perpetuate bias and hinder collaboration,” she warned. Drawing on a personal anecdote, she recalled how assumptions about a Gen Z intern’s tech skills led to a role mismatch, later resolved when her communication strengths were recognised.
Creating inclusive spaces where all generations can thrive was a focal point for Burke, who brought a psychological perspective to the discussion. “Leaders need to foster safe environments where people feel seen, heard, and understood,” she said. Key strategies include vulnerability in Leadership. “Admit mistakes and take responsibility,” Burke advised. “It sets the tone for others to be open and collaborative.”
Burke also recommended active Listening: “Paraphrase and model back what you hear,” she recommended. “This ensures clarity and builds trust.” She also highlighted the value of individual and group feedback sessions, particularly for employees hesitant to voice concerns publicly.
Bush built on these points, encouraging deliberate team composition. “Include mixed age groups on project teams and rotate leadership responsibilities,” she said. “This exposes team members to varied styles and perspectives, fostering mutual respect.”
One innovative tool she mentioned was Edward de Bono’s Six Thinking Hats methodology, which assigns team members distinct roles such as ‘the optimist’ or ‘the critic.’ “This approach helps people lean into their strengths without fear of judgment,” Bush explained.
McDougall also underlined the importance of reflection. “Develop a practice of debriefing after projects,” she said. “Ask, ‘What worked well? What could we do differently?’ Documenting these lessons ensures continuous learning and improvement.”
The panel agreed that generational diversity is not a challenge to be overcome but a strength to be leveraged. By understanding differences, encouraging open dialogue, and fostering inclusive practices, organisations can unlock innovation and achieve sustained high performance.
As McDougall summarised: “Generational diversity is an opportunity to build workplaces that not only reflect but also elevate the communities we serve.”
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