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“Creating Successful Leaders”

Category Archives: Tips for Improving Interactions

August 16, 2023 6 Tips for Leading Multi-Generational Workers

Do Boomers and Millennials tend to bicker with each other? Are Gen Zers unmotivated? Did Gen X check out a while ago? These stereotypes about different generations (among many, many others) are harmful and unproductive. Of course Boomers and Millennials can get along. Gen Z and Gen X can be highly motivated and productive. Employees can thrive no matter which generation they belong to, as long as they have the proper guidance, resources, and leadership. 

As a leader, you have the capability to empower your team and set them up for success…or you can favor people from certain generations over others. You can endeavor to build bridges between team members…or you can divide your team into age-defined groups. I challenge you to be a leader that unifies and supports people from all generations.

Why?

For one thing, when people of various ages effectively collaborate, that can be a boon to your company’s bottom line. Research has shown that multi-generational teams have a competitive advantage because they bring a wider array of perspectives and experiences to the table, which can lead to better insights, creativity, and innovations.

Furthermore, if you endeavor to guide, support, and empower all people on your team, that demonstrates you’re a fair-minded and equitable leader. No one wants to work for a leader who picks favorites or only sets up certain people for success!

To improve your cross-generational leadership, try the following tips:

Aim for Understanding

It’s easy to stereotype people due to their age. Not only is this unproductive, it can further harmful biases or place false limitations on a person’s abilities. Instead, get to know your team members on an individual level. Ask meaningful questions, do not focus on their age, and seek to understand their personal goals and motivators. This will help you build stronger connections and foster a more inclusive work environment.

Find Common Ground

It can be easy to notice and focus on the differences that exist between us, but it is essential to find common ground within your team. Seeing the commonalities that exist between you (the leader) and your team is just as important as finding commonalities between team members. This helps to humanize other people and allows for more natural and harmonious collaborations. After all, how effectively can you work with someone who you don’t really know or trust?

Foster Collaboration

Encourage teamwork and collaboration, regardless of age or experience level. Provide opportunities for employees to work together on projects or assignments, and consider creating cross-functional teams that include members from different generations. This can help break down silos and promote a sense of unity within your organization. Not only that, teams with mixed age groups are more apt to come up with innovative and creative solutions due to their diverse viewpoints and experiences.

Offer Flexibility

Different generations may have different preferences when it comes to work hours, work styles, and communication methods. Offer flexibility to accommodate these differing needs, such as flexible work arrangements, remote work options, or alternative communication methods. This can help increase employee satisfaction and productivity, as well as reduce turnover.

Provide Mentoring Opportunities

While all employees can benefit from mentoring, it can be especially valuable for multi-generational teams. Older employees can share their knowledge and experience with younger workers, while younger workers can provide fresh perspectives and new ideas. Encourage mentoring relationships to form organically, but also consider formal mentorship programs to facilitate these connections.

Give Recognition Equally

Recognize and reward all employees for their hard work and achievements, regardless of their age or generation. This shows your team that you value their contributions and efforts, and it can help build morale and motivation. Avoid playing favorites or showing biases towards certain team members, as this can lead to resentment and disengagement.

Remember that effective leadership involves acknowledging and appreciating the strengths and potential of all employees, regardless of their age or generation. It’s easy to stereotype or silo employees, and far more difficult to get to know them on an individual level and encourage cross-generational collaborations. But the effort is worth it. Be a leader that unifies and supports people from all generations, and watch your team thrive as a result!

MARGARET SMITH IS A CAREER COACH, AUTHOR, INSIGHTS® DISCOVERY (AND DEEPER DISCOVERY) LICENSED PRACTITIONER, AND FOUNDER OF UXL. SHE HOSTS WORKSHOPS FOR PEOPLE WHO NEED CAREER OR PERSONAL GUIDANCE. 
CHECK OUT MARGARET’S ONLINE LEADERSHIP COURSE. 

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April 5, 2023 Do You Overuse “I’m Sorry”?

As young children, most of us were taught good manners. Say please and thank you. Ask for permission. If you mess up or hurt someone, say, “I’m sorry.” While these lessons can be very helpful, sometimes they carry over into adulthood a little too strongly. Specifically, many of us end up apologizing for things that do not require an apology.

What do I mean?

Let’s say you’re in a meeting and someone presents incorrect data. You’re very familiar with the data that should have been presented, so you decide to speak up. Your inclination might be to say something like, “Sorry, but I have to weigh in here…” or “Sorry, but those numbers aren’t quite right…”

Who are you apologizing to? And why?

In truth, there’s no need to be sorry. You’re helping out the team by providing the correct data. The word “Sorry” makes it sound like you did something wrong or hurtful, when that isn’t the case. Instead, you might rephrase your statement to, “I’d like to provide some additional information…” or “If I may, I’d like to offer a different perspective…”

You also don’t need to apologize for technical difficulties, asking someone for clarification, or missing work due to an illness (or a child’s illness). Instead of saying, “Sorry, my microphone wasn’t working,” say, “Thank you for your patience while I dealt with tech issues.” Instead of saying, “Sorry I can’t come in today,” say, “I appreciate your flexibility.”

Why Do We Over Apologize?

There are a few different reasons why we might find ourselves overusing the word “Sorry.” We might be apologizing out of politeness or because we don’t want to impose on other people. We may not be sure of ourselves and feel like we need to back our statements up with an apology.

In some cases, apologizing too much can actually weaken our arguments. It gives off the perception that we are unsure of our statements, even if that’s not the case. It also takes away from our confidence and makes us come off as less assertive.

Women are especially guilty of “over apologizing.” A study by the University of Waterloo in Canada shows that women apologize much more frequently than men. The reason, they say, is because men “have a higher threshold for what constitutes offensive behavior.” Women, take note! Speaking up during a meeting probably isn’t offensive. Having a different opinion, or showing up a few minutes late, or sneezing during a meeting isn’t offensive.

Taking Back Your Power

If you feel that you overuse “I’m sorry” in situations that don’t require an apology, take a step back and analyze your speech patterns. Pay attention to how often you use the word and if you’re using it when it’s unnecessary.

From there, try to change your language. Instead of apologizing, opt for phrases like “Thanks for understanding” or “I appreciate it.” You’ll sound more confident and in control of the discussion. Plus, it won’t take away your power or make it look like you’re trying to diminish your authority.

It is important to understand when an apology is necessary, and when it is not. Being aware of our language and speech patterns can help us realize if we are overusing the phrase “I’m sorry.” Changing our language to sound more confident and in control can be a powerful tool for assertiveness, and re-phrasing our statements with phrases can help us take back the power in those situations. Practicing these techniques can help make sure we know when an apology is truly necessary.

MARGARET SMITH IS A CAREER COACH, AUTHOR, INSIGHTS® DISCOVERY (AND DEEPER DISCOVERY) LICENSED PRACTITIONER, AND FOUNDER OF UXL. SHE HOSTS WORKSHOPS FOR PEOPLE WHO NEED CAREER OR PERSONAL GUIDANCE. 
CHECK OUT MARGARET’S ONLINE LEADERSHIP COURSE. 

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March 1, 2023 The “I Already Won” Mentality

A version of this post was first published on March 10, 2021.

How do you feel when you know something is a “sure thing?” When actions are so familiar and easy—driving a car, making a familiar recipe, doing a daily task at work—you do them almost automatically. You know you’ll achieve what you’ve set out to do. These everyday, routine tasks can be thought of as wins—tiny victories that are a sure bet.

But what if we dared to believe that other, bigger actions were also wins? What if we assumed we will give a flawless presentation, sign on a new client, or solve a problem?

There’s a certain amount of confidence and ease that accompanies this “I already won” mentality. If you’re certain, for instance, that you’re going to sign on a new client, your body language, tone, and the content of your speech changes. You convey that this action will happen. It’s inevitable.

Using the above example, you might start speaking to the potential new client using different language and terms. You might say, “When we start working together,” instead of “If we end up working together.” Or, you might say, “You’re going to love X, Y, and Z,” instead of, “If we work together, you’ll enjoy X, Y, and Z.”

Using stronger, more confident language is only one positive side effect of an “I already won” mentality. You’ll also find that your body language changes. You may become more relaxed and less anxious or tense. You won’t sound desperate to land the client or nervous that you said the wrong thing. When your body language relaxes, you’ll end up seeming more approachable and inviting—qualities people tend to appreciate.

When you’re confident that you will achieve a certain victory, you start moving beyond the stage where you worry and fret about the outcome and begin thinking about what you will do once you’ve accomplished what you’ve set out to do. This way of thinking is productive and forward-looking.

And what happens if you DO fail?

It’s bound to happen at some point, but my best advice is this: Don’t dwell on it. It likely wasn’t your confidence or approachability that was the problem; it was something else. Maybe a potential client simply couldn’t afford your offering. Maybe you didn’t get that promotion because you needed to have a certain certificate. Maybe the timing simply wasn’t right. Whatever the case, it’s best to pick yourself up, re-strategize, and keep moving forward.

With confidence.

MARGARET SMITH IS A CAREER COACH, AUTHOR, INSIGHTS® DISCOVERY LICENSED PRACTITIONER, AND FOUNDER OF UXL. SHE HOSTS WORKSHOPS FOR PEOPLE WHO NEED CAREER OR PERSONAL GUIDANCE. 

HER NEW EBOOK IS CALLED A QUICK GUIDE TO COURAGE.

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