I believe it is absolutely possible. I have helped create these cultures. The key is to build a culture that is aligned with timeless leadership principles that apply to all people no matter age, race, religion, gender, nationality, etc. The culture must be in alignment with natural laws and principles.
Character development of all associates (no matter the age) must be the foundation for any positive, supportive culture that will attract and retain team members. I'm sure you've seen this principle proven in your career. People get hired for what they know, but they get fired for who they are. The primary principles of character are: motive, agenda, behavior, humility, honesty, congruence, and courage, .
A good example of a natural law and principle is fairness. No one teaches how to feel if we are treated fairly or not. We are born with the ability to know when we are treated unfairly, no matter our age. You can see it in small children and the elderly. They know. What needs to be taught are the principles that build trust and strengthens relationships.
As my mentor, John Maxwell says, "Leadership is influence. Nothing more. Nothing less.Everything rises and falls on leadership." Trust is the foundation of influence.
When we treat someone unfairly, do we build trust or distrust? What happens to our influence? When we treat someone fairly, do we build trust or distrust? What happens to our influence?
In my book "Defining Influence," I talk about the foundation of trust being our "intent." We are either manipulating others for our own benefit, or we are motivating others for mutual benefit. One builds distrust and the other builds trust. One decreases our influence and the other increases our influence.
True timeless leadership principles are self-evident. Everyone already knows the answer. I've seen organizations (some very "hard" filled with blue- collar associates of all ages) that I've supported turn completely around.
I've had a client that's a business owner recently tell me he witnessed one of his manager's conducting an annual review for an associate. The manager gave a low rating in an area of leadership because the associate used profanity on the job. The business owner told me he had never in his 38 years leading the company seen anyone concerned about the profanity used by the associates in this blue-collar construction organization. He is blown away by the cultural transformation that has taken place in his organization in only 6 months since leadership development training for all associates started.
Hope this helps. It's all about aligning the culture with natural laws and principles.
Sure. I think we mix "customs" as in it is customary for Generation X, Y whatever TEND to group think a certain way. Understanding those customs goes a long way toward embracing them and utilizing their strengths. Culture, properly cultivated is universal. Nice list Shree!
Company culture is tricky; adding the multi-generation element caused me to pause. However, regardless of time. The issue of dealing with generations came down to very simple ingredients that are commonly shared amongst all generations.
Many of the ingredients begin with setting examples, and treating people with respect - things learned long ago. However, a great resource can be found in the Malcolm Baldridge award criteria.
Absolutely it is! I haven't read all the other comments from others, but browsed through them and many great points have been made by many intelligent people. I would challenge you and any others to not only believe this is possible, but embrace the challenge of building this "utopian" culture that bring all generations together and allows them to grow and thrive. It is no easy task to take on, but is very doable and the reward is huge! Imagine how much value you will get from being able to harness the knowledge, capabilities, experience, and perspectives from a diverse set of people from multiple generations. Frankly, this could be the competitive advantage that allows one company to outperform their competitors. A few ideas on how this could happen:
1 - Respect, Integrity, and Honesty must be your cornerstones in building this culture.
2 - Vision is critical. What is the common goal that your multi-generational troops can rally behind? How defined is your vision, and how compelling is it?
3 - Consider the W.I.F.M. (What's In It for Me?) for all generations. You may find yourself developing unique work environments, compensation and reward programs, or benefits that fit the leading wants and needs of varying generations. This is perfectly okay, and frankly puts you on the leading edge where others may refuse to tread
4 - Get feedback from your people. Make no commitments in gathering this feedback outside of a general commitment to build an inclusive and healthy culture. Find the common intersections in that feedback and begin to build your culture strategy around this.
You may find yourself getting "outside the box," a bit as you go through this, particularly as you approach Gen Y/Millennials. As a person that falls in this camp myself, it is frustrating to constantly hear the negative stereotypes about us, but I must admit that some of this has been earned. It is okay to be challenged with this group in particular as our needs, wants, skills, and abiliities are different (not necessarily better or worse) than what Gen X or boomers have brought to the table. There is still plenty of common ground to work with (compensation, advancement, community involvement, etc.)
This sounds like an exciting journey! Good luck to you! If I can assist in any other ways, feel free to contact me at Ryan@IntegrityFirstBusinessSolutions.com!
Communication is key here. Your obstacle will be generation gaps, traditions, views on life etc. How one was brought up and the society he was brought in has a major impact on the outcome of your organizational culture. We also must take into account diversity.
This is why we have Job-fit and organization-fit. While your traditional team building activities will help, tweaking it to fit what your organization needs is important. The creation and documentation of employee profiles will be your best friend. Cross reference each trait they have, see on what ground the two can connect. It is very normal that two people with a 30 year gap will have some communication issues. That is why you must target those areas. Finding a common ground despite that gap will provide a foundation wherein they can iron out differences and respect them for who they are.
Everyone wants peace, no one wants to work in an environment with people they don't like o be with. The thing is, everyone wants a peace that suits them. This is also your chance to show and be the ideal leader your company needs you to be. A culture that works across for all generations is the ideal cultural asset. This is a paradise that separates the good from the great. So, to answer your question...
YES. It is definitely possible. Just make sure to reinforce it every now and then so that the bond stays strong.
Yes, this is very possible and very important. The owners and executives are responsible for setting the building blocks in place to promote this culture. I also believe that an engaged workforce is a more efficient workforce. When leaders promote development of their human assets, they build a more credible and reliable team.
yes, professionalism at work place is an universal approach for all generation.
Salary on time
appropriate distribution of work
and most important Accountability
Whether it is employer or employees all are accountable to their work responsibilities
You can never be all things to all people. Some of the generational values are in opposition to each other so there will be areas where compromise will be needed. However, as many of the people here have already alluded to, when there's a foundation of mutual respect and a common core set of values that the workforce is focused on, this compromise can be expected to occur. If the workforce has tools to address conflicts arising from difference and there is language and transparency surrounding the issue of inclusion overall, I'd say there isn't a single diversity issue that cannot be successfully addressed.
Yes! Creating a company culture needs to be a bottom up approach instead of a top down directive. Involve the employees in the process and have them help define the culture. Create a focus group that is a good representation of the company and make sure you include representatives from each culture. This focus group can help you define the core values and the expected culture. By bringing everyone to the table, you'll get buy in and you'll also get perspective on each generational need. Ann Rhoades wrote a book on how to go about creating values and a culture. It's called Built On Values and is basically a field guide for this type of activity.
If everyone buys into the same vision and understands the importance of their role in that culture. Everyone brings something to the table...experience, excitement, energy, shared environment, etc.
There has to be core values in place like mutual respect, honesty, open communication, maturity and consideration of others.
Attitude affects the culture and pride poisons it.