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Secrets From a Coach - Debbie Green & Laura Thomson's Podcast
Secrets From a Coach - Debbie Green & Laura Thomson's Podcast
212. Enabling Intergenerational Teamwork Through Compassion
As part of our 'mid-decade culture round-up' focus we take a look at intergenerational working and how to embrace the opportunities that diversity of age and experience can give. There are currently 5 generations who are in the 2024 workplace, meaning that great-grandchildren could be part of a team potentially for the first time in history. So what does 'working hard' mean to you?
Potentially we are influenced by the messaging in our early years in school and work which can lead to some differences in how each generation perceives another in what they bring to the workplace.
We explore the barriers, enablers and benefits from enabling early/mid/late career people working well together. With compassion as the enabler, we look at practical ways to navigate differences in perception that may exist e.g. around work ethic, life/work balance, adhering to authority figures and patience for promotion.
A useful listen for anyone who has influence over hiring decisions, we also give examples of where purposefully seeking different generations to work together can bring increased levels of innovation, collaboration and energy.
Secrets from a coach Thrive and maximise your potential in the evolving workplace. Your weekly podcast with Debbie Green of Wishfish and Laura Thompson-Staveley of Phenomenal Training. Debs, laura, you all right? Yeah, I'm really good. I'm really good. How's your week been?
Speaker 2:Yeah, it's been a very productive week and it's been full on and the only travel I didn't probably take is a boat and a plane, so the rest I did. How?
Speaker 1:exciting Secrets from a coach. The coach trip, yeah, literally Lovely Up and down trip. Yeah, literally lovely up and down the m6 up and down the m6, giving it a large one with her mic at devs. I am thoroughly enjoying this current five-part focus. Yes, looking at seeing as we are on the brink of a shift from the first half of this third decade of the second millennium, is that the right numbers?
Speaker 2:Yeah, I think so.
Speaker 1:Anyway, we'll just make it up, laura. We're just making it up. What does it mean to do a bit of a mid-decade reflection? What are some of those hot topics, the modern workplace realities that we're seeing around us? Let's lift the lid to a bit of exploring in the pursuit of enabling us to thrive and drive forward in what is a pretty shape-shifting decade in the world of work.
Speaker 1:So we've been looking at actually, the quicker we can maybe accept uncertainty, see it for what it is, look for the opportunity and surf the chaos, the easier and happier work may be. We've looked at what happens if bosses are behaving badly, how to overcome bad boss trauma, and we had the wonderful Dave McCabe in last week's episode talking about reclaiming confidence. That may have been bashed around a bit if you've had turbulent team dynamics or toxic team environment. Now this one, debs, we're going to be exploring intergenerational working and how compassion is the enabler. And it was quite a surprise to do a quick Google on this In 2024, at time of recording, legally, there are five generations that are able to work in the workplace right now. So I guess just what are your thoughts, your experiences you've had of what does it mean to be an intergenerational workforce. What are all some of the things that you've had? What does it mean to be an intergenerational workforce? What are all some of the things that you're seeing?
Speaker 2:It's fascinating, isn't it, Laura? Because I think this would be probably the only time we might have it. Who knows? But you know, we keep up in the retirement age, Blimey, we'll all be on the other end, but I think first of all, rather than, can I borrow a pencil, can I borrow your walking stick, deb? Because we're still here, because I'm still working, we're still here.
Speaker 1:In our 90s.
Speaker 2:I think also, I just need to caveat that whilst we talk about the intergenerations and the different demographics through the generations, this isn't pigeonholing people at all. And when we're working on this and doing workshops around, how do I work with Gen Z or what will I do for the Gen A that are coming through soon? And I try not to pigeonhole people, because you can have a baby boomer that was somebody born between 1946 and 1964 that is very adaptable and flexible and very compassionate and can get along with anybody. So I think I just need to, but for the purpose of what we're doing, I think people recognize the fact that there are differences in the world of work and people then pigeon you know, pigeonhole people into the demographic or their age range or, as we said, the baby boomers or the millennials or the generation x or z, and so it's not about pigeonholing people, it's just having an understanding that people come with different wants and needs because of when they were born, I suppose, and what was going on around them at the same time. So, yeah, but it's such a it is a hot topic and we often get asked as to wow, what do I need to do to adapt my style as a leader, to get the best out of my team. And then, when you explore with them, if you like, the breadth of their team, the depth of the knowledge in their team, people sometimes do struggle across the different generations and being able to understand what each one wants, because we often hear this feedback that oh, those Gen Zers don't work as hard as us and I go well.
Speaker 2:Is that true though? You know, is that true and they go well. Where's your evidence? And they always can't evidence it. It's just a perception that we have, and I think the more intelligent we are emotionally to embrace difference, learn from it. It's a learning opportunity. If you have someone just starting in the world of work and you're, as you always say, you're sort of on the dusk of your career, you can still learn something. But it's having that ability to have an open mind, to want to learn and want to continue to grow and develop, which we know is the best thing ever, right? As you say, every day is a school day.
Speaker 1:And learning is healthy for us as well of your career, and you're looking to grab some wisdom and assimilate all of that knowledge and to be able to step up and onwards in a career path, whether you are at the twilight, the afternoon tea, the dusk of your career, and actually it's like going to the gym. Keeping that learning mindset is a good workout for your brain, which has all sorts of health benefits as we get into the next kind of phase of retirement or whatever it might be sort of with that. So I wonder, devs, so that's interesting. You say that because it's almost like by looking at, well, who are the Gen Zs and who are the millennials. I guess, by the very definition of doing that, we're making it, you know, putting in these kind of dividers.
Speaker 1:So if we sort of say, people are people, however, there might be some early childhood influences, as each of those generations were coming of age, that could have an influence over, for example, what it means to work hard, or what it means to have an attitude, positive or negative towards authority figures, or what it means to be patient. So I think it's going to be interesting watching today's primary school kids going into the world of work who were homeschooled, yes, you know, with one week's notice. Yeah, I wonder how many of those children will actually be prepared to do a four year long program where they have to do this kind of linear route when actually as part of their early childhood experience was well, actually, everything could be changed overnight and so you've got to flex and adapt. So will there be more challenging around workplace education, saying actually I don't want to do the 12 step program, I want to do the three step program.
Speaker 2:Yeah, yeah, I think they could well be actually, because we just don't know. And it's having that ability, if you like, to want to adapt and change, as you was called about, because we're in a flexible space, right, and be foxy around it. But because for me, compassion is the one thing. I think that underpins all of this and that's what we were saying. How do we lead those different intergenerational components through compassion and teamwork through compassion? So I think the stuff that we do anyway is really important. So things like compassion, obviously empathy is a big thing. Cultivate empathy, understand somebody else's perspective.
Speaker 2:As we always say, we all come with a backstory. It doesn't matter how old we are. But if I can understand it from your map of the world, then I've created a better understanding for myself, which then enables me to either empathize with you in a way that I get your experiences you've been through or your challenges that you've had. And you know, being able to build that empathy by listening, and listening well, having open communication, you know, looking at people's strengths, I think is super important. The ability to be flexible might take you a little bit longer, but actually that whole thing about empathy is what's important. If I can understand you better, then I get you, and if you can understand me better, then you get me. And then, even though we may be from completely different upbringings, generations well, I call it generations as we go through this law, there is still something that we can both bring together, but it's having that ability to either have the confidence to assert your thoughts and values and beliefs and opinion, and also the ability to listen and then also share yours, not in a conflict or well, what do you know? You haven't been in the world of work for long enough to understand, but with a sense of understanding that says, okay, you're just different from me because of your upbringing or where you were, or when you were born in the world and what was going on in the world. So it's bigger than just dates of birth. It's looking at the whole environment that was being created at that particular time and it's fascinating.
Speaker 2:But I think, leading by example, if you're a manager or leader, you can lead the way with colleagues, to show that, even though you're leading a team of a multi-generational workforce, by being that understanding, empathetic leader, manager, open conversation, listening to what people have to say, and you're treating everybody fairly and consistently, you'll have a thriving workplace. So why would you not do that? And catching those people that will say, well, you know, he's just got, you know, got out of school, what does he know? And actually having the courage to challenge that type of behavior, because that doesn't help anybody. So I think there's quite a lot of a leader can do to role, model how we want to be. So you know, because, as we always say, you know that next generation that come into the world of work are potentially paying for our pension. Right, absolutely. So we have to.
Speaker 1:Why wouldn't you do whatever you could, why wouldn't you To send the elevator back down and equip the next generation to be able to thrive? I don't get it.
Speaker 2:I don't understand it either, but I think it creates higher, I think, job satisfaction, employee engagement. It looks about bringing different perspectives, so that ability to have that diversity of thought around the table, oh my God, that's the best thing. And also it helps with the culture, the new organisation, the retention of the people within it, and people thrive, which is ultimately what we all want to do. Right? It's fascinating.
Speaker 1:So, Devs, let's just be sort of super practical about this.
Speaker 1:I guess what we're saying is so, let's say you're about to work a new shift with a group of people or you're about to embark on a new project.
Speaker 1:So we're not sort of saying you sit around the table and go hands up who's in their twenties, hands up who's in their thirties, so it's not that, Is it more sort of taking just a holistic approach of what would working well together on this shift mean to you yeah. What would working well on this project over the next three, six months mean to you yeah. And that's where people can say actually what's important to me is I need to be able to leave work at a certain time to be able to do whatever that responsibility may be, and that responsibility might shift depending on what phase of life you're at. But I guess that enables you to be empathetic, because the first step to empathy is knowing what might be going on. So, rather than sort of using age as the way to define it, I guess if we just recognise actually at different stages of life there are different pressures, different challenges, different opportunities. But by asking some of those open-ended, curious questions of what does a good life-work balance. Look like to you in the year ahead?
Speaker 2:I mean, imagine if my imagine if your manager asked you that in a in an annual appraisal.
Speaker 1:So if, if we all know, fall off the chair, laura.
Speaker 2:Some might not, but anyway.
Speaker 1:Some might not, but if we all deep down know, by the way, if a human is happy and healthy you're more likely to get a high level of productivity out of them. So we all kind of know on an intellectual level, happy, healthy humans tend to work in a happier, healthier way. Yeah, and whether that is registered in the till of the organization as an uplift, or in the customer service or the patient service or whatever that might be. But then there's this kind of irony and that we then just kind of focus on the very sort of tactical bits, with sort of missing a trick a little bit and I reckon with the intergenerational working bit is rather than you know, what does it say about you on the payroll and what year you were born? More, where are there some opportunities just to open up a bit of dialogue? That then means, as you said, we can bring compassion and some of those questions. What does a good work-life balance look like to you in the year ahead? How does a good shift work for you? So what are you driven by to work well on this project or on this shift? And I guess it's the good old open-ended questions in the pursuit of just finding out a bit of info and in that five seconds, debs, I could glean.
Speaker 1:Actually, it's really important for me to make it home on Friday because I've got to pick my grandkids up and if I don't do that, that has serious implications for my kids. And then you know that. Okay, well, they're happy to maybe bend and flex on some of the other days, but Friday is sacrosanct. So everything I can do to then make that happen, whether that is a leadership role or a colleague role but if I didn't know that, then that's where the resentment and the well, they don't understand what it's like to be my age. And, uh, you know, there's, there's, there's something I was uh, re upcycling it, upcycling content, no you on the carousel.
Speaker 2:content what?
Speaker 1:I think, oh, repaint those ponies and give it a wash and brush up. But as I was upcycling some content tips, there was some something really interesting that said you know, youth of today don't understand how to respect their elders and society's foundations are crumbling. And that was found on an Assyrian clay tablet discovered, they reckon, 2800 BC.
Speaker 2:So it's the same old, same old right.
Speaker 1:Same old, same old, nothing new.
Speaker 2:Yeah, no, it's how we deal with it.
Speaker 1:Yeah, yeah. So just that sort of recognition of, of course, that you know there's from from every sort of conflict, whether it's big or small, there comes opportunity. So I think what would be amazing is to get your thoughts on what opportunities are out there, if actually we are able to use compassion as the enabler to unlock really successful intergenerational working.
Speaker 2:So, laure, that question is fascinating because I think one of the things we have to think about how can managers adapt their approach with compassion to get the best. As you said, thriving is so, so important and it's quite easy to do really, but people make it super complicated and I think understanding what each of those, if you like, generations, might have challenged, they're facing, or what they value, I think is super important because then that can help somebody bleed with what we call compassion. So when we're thinking about and I'm going to put people in the age brackets, even though it's not necessarily the right thing, but we're going to do it just because people like that, I think, the baby boomers, as we said earlier, the 1946 to 1964-ish people, their challenges is about on the the whole and this is generalizing adapting to rapid technological changes easy for me to say and they want to be able to, even though they're nearing, as you said, the dusk of their career, maybe retirement, they're wanting to remain quite relevant and therefore they want, they really value loyalty, they value recognition and they have valued that structured career progression. So you know, that's when I've earned the stripes, as we we heard. So somebody leapfrogs them, then that can really send them off on a bit of a spin. So I think also a compassionate leader, manager, team leader would recognize that. So respect their experience is one of the tips we would say sometimes, that validation that what they're doing is really cool.
Speaker 2:So, acknowledging what they are doing and and if they're not savvy on excel spreadsheets or how to I don't know use teams well, pivot tables blah all of that a bit like me really. Um, give me the training as a baby boomer, speaking as a baby boomer excel spreadsheet, how do you do a pivot table? But I'm willing to learn right. So somebody was offering me that training. Why would I not take it rather than go well, no one's telling me, well, you could do it, but anyway. So offering that and being, as you said, those late career transitions, because a lot can happen in that time, so you know the flexible schedule, as you were just saying, can be super important for that. So I think looking at that compassionate tips can help with that. I think if we move on to generation x, which is this 1965 ish to 1980s ish, which is that group of individuals, is that you, that's me, that's me so for you, I, generation x, generation x, you are.
Speaker 1:Oh, I like the sound of that, x marks the spot right. Triple X, triple X, I mean yes, no, not that one.
Speaker 2:So what they value on the whole is having autonomy. So they want to have that good life work balance as well, and they're very keen on professional growth, and it's also. The challenges, though, are managing that life, work, responsibilities and, as we said, you know, often caring for maybe elder parents or younger children. So it's really interesting how, as a compassionate leader, you could offer them that level of flexibility, you know respecting what they need, by having a conversation with them, I think, empowering that independence, by enabling them to master and have the autonomy to make decisions and, you know, support them, I think, in that and give them career development. I think that you know your generation I'm going to call it yours do want to develop, and they don't want to stay stuck sometimes. So how can you? No, debs?
Speaker 1:because I wrote my plan in my file of facts. Thank you very much.
Speaker 2:So how can we offer career development and offer opportunities to upskill, learning around, getting some qualifications, getting some training, making sure that I've been validated, if you like that I do know my stuff and I think that's what we can do. Acknowledge the challenges that individual may be under because they may be working with elder or younger, but you know it's thinking about how you can have that compassionate approach to them and it's all with a conversation, right. And then we move on to our lovely millennials, which is where Carl comes into this. So, member of our team. So they're the 1981ers to the 1996ers, as we call it.
Speaker 2:Rising cost of living, job market competitiveness. They might have some debt if they've gone to university and that debt is still maybe hanging over them. But, interestingly, what they value and we're having work with grads of that age range they are very purpose-driven. They want to do purpose-driven work on the whole. They value feedback and having again the flexibility, but also looking for that career advancement as well. They don't want to stay stuck. So, as a manager of that, how do you provide that purpose and meaning for them, making sure that they can have an impact on not just the organization but maybe their community as well. So offering that opportunity, love feedback, keep giving them feedback all the time because they want to grow.
Speaker 2:And then development, again mentorship. And then we always say you know what could be missing in the workplace at the moment? With you know, this hybrid virtual reality just depends. We're missing a trick by enabling our, if you like, our millenn, our baby boomers, to maybe pass on their knowledge to that next generation that are coming through. So and that is, I think that's going to be something that companies need to be more aware of. So, even if they are still virtual or they're working hybrid, my encouragement would be it doesn't matter where they work, just still align them to a mentor who has got some experience to share, or a buddy that's there. Don't wait for them to be in the office. I think you can have a work around that, which is really important.
Speaker 1:I think you're so spot on and in fact I reckon there's about three teams that I've been running workshops with just even this last couple of weeks alone, which is saying we need to resurrect our buddy scheme for onboarding new people, because the pandemic kind of put a stop to some of that stuff. But actually, even though it might now be done in a remote way, we've got to connect people to then have those relationships for that skills transfer to happen, you know, sort of informally. So yeah, I think spot on with that.
Speaker 2:And also learning. Again, you know, if there's technological advances that you know that generation are just doing at school anyway. Yet I wasn't taught any of that. I still as a manual typewriter, so the ability to learn from someone else is also there. So it's, you know, crossing over skills and talents, I think, which is important. And then obviously we've got Generation Z, or Zed as it gets called, which are those that joined the workplace or born in 1997 to 2012.
Speaker 2:So literally just before the Olympics, for here in the UK, I think, also, again, they have challenges of finding good careers in this uncertain economic where we're at the moment, social cultures that are going on managing their mental health and adapting to corporate norms. Because I think, you know, if you think back, mental health wasn't even talked about way back when, even probably as long as maybe 15 years ago, it was a taboo subject, whereas now it's taught in schools. As you said, it's very okay to talk about how you're feeling from your mind, health, and so therefore, that's again a difference. So you know, they value authenticity, they value having that diversity around it, inclusion, making sure that it's fair, making sure they do have support for their mind health, so wellness and all of that and they will be really passionate about sharing what they want, which may be odd for someone who's not used to sharing how they feel, if you like. So it's always that okay, that's interesting. What do you want a wellness room for? Because it's really important for me. Oh, I never had one Doesn't mean you can't put one in place.
Speaker 2:So I think, from a management leadership, the tips I'd give them to become more compassionate would be around that authenticity and transparency. So sharing company goals, making decisions and challenges openly. Don't do it behind closed doors. Involve people in those conversations, making sure there is the proviso or the provision of mental health support or timeout support or whatever that might be. It's good for everybody. Basically because that whole term around psychological safety at work is a buzz term now, which is very important. So that's going up on the agenda that people are now having to be mindful of and, I think, celebrating building diverse teams.
Speaker 2:People want to see and foster that inclusivity in the workplace and also in decision-making. So a watch out would be if you're not asking their opinion, they will still tell you. So don't be surprised if somebody says well, actually I'm going to challenge you on that, because I would be open-minded to hear and listen and then take on board what they're saying, because I think people miss a trick sometimes in that and go. And then obviously, the last generation A or generation alpha that are about to maybe leave school. They're born 2010 to 2025. So they're on the cusp of next year coming in. I think their challenges, as you said earlier, will be the adapting to hybrid workplaces because they're used to having a mix of stuff. So I think we're seeing that even in school environments people coming back in from homeschooling into the school space. So I think interesting to how to help people adapt in that.
Speaker 2:And obviously, ai that's just that's just taken over the world. And flexibility. They, they really value flexibility and sustainability as well. So leverage their digital skills, use them, you know, personalize career development. That was an interesting one for me. They want something that's personalized for them, that where their savviness can shine really, because they are super smart, you know, and they are learning in a different world to.
Speaker 1:That's an interesting point, deb. Think of all of the industry around career pathways, competency frameworks. If you then go from an S1 to an S2, then you could be an S3 in five years time and actually for that generation maybe they don't want to be an S1. They want to be one person who has their own person. That's going to be very interesting for HR to navigate that, how they navigate.
Speaker 2:So all the you know, setting up a personal development plan that rolls out to be the same, suddenly there has to have a personal element in that for that individual. And I know we've banged on about that for years. You know, don't just give somebody a personal development plan. The clue is in the title. It's personal. But hey, pdps, you know just, you're cascading the corporate goals down. You know, make it personal. Don't just do the tasks and the KPIs that the organization want. Make it relevant to that individual.
Speaker 2:So, as I said, I know we've been saying for years and years and years where's the personal bit in a development plan? And then make sure that's in, because that will really engage people and make them feel like they're valued and they're part of it and they can be working on innovative and purpose-driven projects. So again, it's all about that. Yeah, purpose-driven work, I think is really important and I think that I suppose, like millennials and Gen Z, as we said, gen A offer will also at this moment seek meaning in their work and emphasizing, if you like, those societal contributions over just profit. So all of that, well, we've got to hit the bottom line return on investment. That may be not wash as well, so they can't see that. So I think even the language may have to change.
Speaker 2:If people are pushing for the cutting costs and we've got to hit 20% over the next year, I don't think that will have as much impact as it might've done for me as a driver that went oh my God, I've got to hit 20% over the next year. I don't think that will have as much impact as it might have done for me as a driver that went, oh my God, I've got to work hard, I've got to work harder, whereas actually I think that would be interesting for people to navigate their way through. That. Is it fair? You know, I think it's fascinating. I think it'd be a fascinating time.
Speaker 1:I do, do you know? A story that popped into mind just when you were saying about how you know and seeking a diverse workforce and if we sort of think about you know, all those different influences that come from depending on those generations just instantly flipped into my mind. I think what's going to be a real opportunity is where industries or professions that typically were associated with a certain age flipping it a little bit. So I'm thinking of a scenario that I saw play out with a fashion brand that we work with. We've worked with it for years now. Oh, it's lovely.
Speaker 1:And typically someone that works in the buying team especially if they're a junior buyer probably tends to be in their early 20s and for whatever reason they thought you know, we're going to open it up a little bit and they had someone join who was in their early 50s and the innovation that has come as a result of having a completely different perspective, the confidence that that's then given to some of those junior buyers who were sort of, you know, working out how to interject, how to behave in big meetings and, yeah, a number of people have said how it's just sent a real fresh energy wave through bringing someone that is typically not the generation that you'd associate with either that industry or that team.
Speaker 1:And likewise if you were to have, maybe in some of the more established industries, some younger, emerging talent coming in and just being able to listen to those ideas and just to be able to bring things up. So I think, as well as kind of compassion to enable working with who you've got right now, is there also an opportunity to think if we were to just flip it, so what is the typical age range of people that are associated either within our industry or within our profession, if we were to just go up or down the generational scale, I wonder what opportunities there would be to just open up that diversity of opinion sitting around the table.
Speaker 2:I think it'd be huge. I think it'd be a huge law and I think that's why managers now leaders now have to open their minds up to find a different way, a creative way of bringing that level of understanding and knowledge and best practice into their teams. And you know, they don't know everything. I did have a leader say to me well, what can I learn from somebody else? And you know, when you go in my head, I went in my head. Seriously, did you just say that? And I just felt like I just wanted to punch his lights out, but I didn't.
Speaker 1:Obviously I'm very typical baby boomer, typical baby boomer. Yeah sorry, debs, I mean I'm embracing, I'm embracing your opinion, right?
Speaker 2:you know what you think, really, oh my goodness. And so we had a really robust conversation around that because and I suppose when we were doing this and doing the research it does come back. It doesn't matter where you are. If you understand your purpose and you understand your point, your purpose in life, your value, you bring what makes you you, that awareness of self. Actually, that's when you are open-minded, you want to learn, you're emotionally intelligent enough to adapt and flex in the moment to whoever is standing in front of you and not to be judgy, and I think that's the whole perception piece around.
Speaker 2:Well, just because they're 19, what do they know about the world? How do you know? We have no idea of the life people have led, and I think that, if you like, marking people, judging people on the fact that, well, they haven't spent 20 years doing what I've been doing, good, um, you know, and I think this is where fortunately, I think for us we have the privilege of working across that, so we're definitely not stuck in any generation actually, cause, when you know, when you look at what the motivators are and the needs and the wants, they're very similar to how we behave and our attitude towards it, and I think that's helping us to understand how we have to adapt and change. So our training, if it stayed the same training as it did 20 or 30 years ago, laura, we just wouldn't be in a job anymore, right.
Speaker 1:No, I mean that carousel of content has been repainted with new legs stuck on it numerous times, Because the moment you think that you're the expert in something, you're the person that knows the least in the room 100%, and I'll tell you that again the privilege of us working in all different sectors and all different teams and all different levels of an organisation.
Speaker 1:Everyone has got a story. No matter what age you are, there are pressures and challenges. I don't think there's any generation that has an easy ride. There might be calm waters for you at the moment, but who knows what's around the corner, and you know so, I think, being able to practice that compassion, as you said. So, debs, I was going to email you the share, the secret, but I had to print it out to be able to read the email, because I still do like to print out important emails. Oh my God, me too, laura. That's a bit of a reveal, isn't it?
Speaker 2:That's a little bit of a reveal. Yeah, rather than going somewhere on my where's my phone? Yeah, I have to have paper. It's really interesting, like you, yeah, I know.
Speaker 1:But that's because my thumb can't handle the amount of thumb taps that are required to work digitally. But anyway, that's the sign of again of a reveal, the aches and pains.
Speaker 2:Doing that. I know what is that like, so what's your share? The secret then?
Speaker 1:Laura, all right. Well, my share the secret would be number one. The only thing I resent the younger generation for is being able to bend down and pick up staplers that they've dropped on the floor without making a noise. Anyway, I would say my share the secret would be, if you know someone that is in a position of influence about recruitment within their teams, get them to listen to this, because, although you can't put birth dates on a CVs anymore, you know, in the pursuit of equal opportunities, rather than kind of guessing someone's age and then sort of making a decision around that, actually, if we were to, if we were to purposely go for difference, what opportunity could that bring that? So I would say, share the secret.
Speaker 1:If you've enjoyed this episode and it's got you thinking, think of someone in your professional or personal network who has an influence over recruitment and recruiting and hiring, and get them to listen to this in the pursuit of practicing compassion, to unlock these treasures of intergenerational working and from wishful thinking. Debs, as you always say, it's the action that makes it so. So what would be your call to action?
Speaker 2:Oh yeah, so I've got three points to my call to action. Actually, I'm being a power of three, right, laura, I think? Being able to recognize, and how to understand and learn and adapt, to balance what I would call structure with flexibility. So have that freedom, but in a framework. I think that's super important. Definitely understand what leading with empathy is, so making sure that you are understanding it from that person's perspective first, not just yours and being judgy around it. And my third one would be actively creating that supportive environment and encouragement, if you like, so that everybody can succeed. And I think you know, by having, as that manager and leader, that ability to do that, that will set you up for success forever. So they would be my three calls to action. So get on it everyone.
Speaker 1:Get on it. Oh, love it, debs. So thank you, what a great conversation. I've really enjoyed that one and I think it's going to be interesting to see how things pan out in the second half of this decade around that.
Speaker 1:And if you're thinking, oh, another thing to think about, then this topic coming up next week is for you. How do we create an abundant mindset in a fatigued team? So if you're looking around you and thinking, god, we're having to dig deep to smile. At the moment, if people are feeling a bit tired, a bit fatigued, they've just a little bit kind of over. You know change and transformation. Then we are going to be exploring how do you unlock and create an abundant mindset within a team environment. So I'm really looking forward to that one day.
Speaker 1:So that's a topic that's passion to all of our team's hearts is.
Speaker 2:I love that and I look forward to that next week, lord, but in the meantime, have a booming rest of the week oh, thank you.
Speaker 1:May it be X-rated for yourself, debs.
Speaker 2:I love it. I love it and we go from A to Z. I love that as well. We absolutely will.
Speaker 1:All right, lovely, I'll see you next week. See you next week. Love you, bye. We hope you've enjoyed this podcast. We'd love to hear from you. Email us at contact at secrets from a coachcom, or follow us on Insta or Facebook. If you're a Spotify listener, give us a rating, as it's easier for people to find us, and if you want to know more, visit our website, wwwsecretsfromacoachcom, and sign up for our newsletter here to cheer you on and help you thrive in the ever-changing world of work.