The power of intergenerational relationships

August 30, 2024 published on Chief Learning Officer by Dr. Rosina L. Racioppi.

As president and CEO of WOMEN Unlimited, Inc., I have seen firsthand the powerful benefits that come to both women and their organizations when intergenerational relationships are fostered.

In today’s workplace, there are five generations represented. Traditionalists—born 1925 to 1945, Baby Boomers, born 1946 to 1964, Generation X, born 1965 to 1980, Millennials, born 1981 to 2000, and Generation Z, born 2001 to 2020.

The experience and institutional knowledge of older generations can be a powerful tool in mentoring and developing younger women and in feeding the talent pipeline. Younger women bring to the table, among other skills, technical savvy, and a hands-on understanding of younger markets. When combined, these experiences and skill sets make for a well-rounded and vibrant organization open to change and innovation.

Unfortunately, intergenerational relationships are not, for the most part, getting the attention they deserve. Many organizations overlook the powerful impact of four or five generations of female talent joining forces and sharing their knowledge, experience, and diverse perspectives. It’s why our programs at WOMEN Unlimited bring together women across generations by providing: multi-generational peer groups, senior women speakers, mentors of varying ages and interviews with senior leaders. These interactions create a solid framework on which sustainable intergenerational relationships can be grown throughout the organization.

Action steps to bridge the divide

We have also found, working with hundreds of leading corporations, that creating a culture where women of various generations truly support each other and learn from one another requires an organizationwide commitment.

Of course, it includes the women themselves; but it also goes well beyond. Women and their organizations are most likely to enjoy the numerous benefits of intergenerational relationships when:

• Top leaders, men and women, acknowledge that bringing together women across generations is a contributor to a vibrant organization and an improved bottom line.
• Chief learning officers and other HR professionals create mentoring and sponsorship opportunities aimed specifically at bringing together generations of women.
• Women themselves, with the help of their organizations, form networks that span the generations and honestly discuss the stereotypes, the areas that divide them and the areas that unite them.
• Senior women, both in age and corporate responsibility, reach out to younger women, fostering a sense of community and sharing their own knowledge and experiences, while acknowledging the contributions of the younger women.
• Younger women understand that, while there are generational differences, there is a treasure trove of knowledge and experience, especially when dealing with corporate politics and relationships, which can be learned from older women who have navigated the corporate landscape throughout their careers.
• Organizations reiterate the importance of each generation staying authentic, while at the same time encouraging each to analyze and revise points of view based on information learned from their female peers, whatever their age.

What’s standing in the way?

As is often the case among diverse groups, there are stereotypes and preconceived notions that can keep women from acknowledging the value of those younger or older than themselves, especially when organizations do little to bridge the divide. A few examples:

• Senior women can feel that Millennials and other younger women are “upstarts” who do not share the same sense of loyalty and hard work that has defined their careers.
• Younger women often view older women as set in their ways, out of touch and too married to the organization.
• Each generation tends to look to their age-similar colleagues for advice, rather than seeking out the perspectives of women from other generations.
• Avenues to interactions between generations of women, such as formal and informal opportunities for intergenerational sponsors, mentors and networks are rarely provided by the organization.

Combining the talents of intergenerational women is not easy, but it is well worth the challenge. By encouraging open communication and collaboration across generations and by acknowledging the specific strengths of each age group, corporations can create an environment where women of every age thrive and become more active contributors to corporate success.

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