Practice Development Counsel

IMPROVING INTER-GENERATIONAL RELATIONSHIPS

In many workplaces today with four generations represented, there are communication gaps between the partner and director level people and the more junior professionals and staff. This can probably be attributed to different generational backgrounds as well as personal behavioral styles and organizational structure of responsibilities. Another factor is the prevalence of partnership culture requiring some different approaches to generational issues than in the more hierarchical corporate culture. Rather than let these differences hinder maximum productivity, the firm can provide training to build awareness and break down barriers.

In order to resolve tensions and improve collaboration and teamwork, it is important to:

increase familiarity with how each generation sees the world and what motivates them;
become aware of behavioral style differences, strengths and weakness across generational lines;
use collaborative techniques to begin to change/modify/adjust the quality of interaction among the various levels of authority and the generations.

OBJECTIVES

Achieve mutual understanding of generational differences and personal behavioral styles.
Provide tools for dealing with tensions.
Achieve a more collaborative culture, a more satisfying work environment, and the foundation for greater productivity, retention, flexibility and business development results.

SCOPE OF SERVICES

The best way to address the issues and show actual progress in awareness and making new habits is a two (or three) step process which will encompass large group and small group activities.

I. PREFERRED APPROACH consists of:

A. Large multi-generational group seminar/workshop on generational differences and their implications.

* Brief primer on characteristics and differences of four generations in the workplace

* Inter-generational conflicts or tension points in a firm that affect client service delivery and marketing.

* Opportunities for cooperation - Strategies and tactics for getting the generations to appreciate each other's strengths

* Making multi-generational teams work - capitalizing on the assets of each, building trust and respect

* How understanding generational differences helps to understand and serve clients better.

This session will include interactive exercises to help shift thinking.

Handout materials will include charts, checklists and articles.

B. The Personal Profile (DiSC Classic dimensions of behavior) assessment instrument will be completed and interpreted to provide an understanding of one's own and other people's styles. [For more than 30 years, this original DiSC instrument has helped many millions of people to communicate more productively, build positive relationships, and increase their performance. (And it's fun!)] This will help to increase cross-generational understanding.

C. Breakout groups on different issues

These will enable inter-generational and multi-dimensional (behavior dimensions) group problem-solving based on issues determined previously in key player interviews.

D. Work Expectations assessment for associates, managers and staff.

We will use the Work Expectations assessment tool for self-reporting, analysis and action planning. This research-based self-assessment provides feedback on how to take the initiative to get one's expectations met and adjust expectations when necessary. It is a tool for increasing personal accountability and satisfaction, since unspoken, unrecognized expectations in the workplace can lead to tensions, frustration, substandard performance and reduced commitment.

E. Tie steps A-D into action plans.

II. ALTERNATIVE APPROACH

If the firm prefers to limit the program on inter-generational issues and communication to a half day or less in total, the scope would consist of:

A. Large group interactive seminar described earlier. (A above)

B. Identifying and interpreting personal behavioral styles. (B above)

The assessment tool will be completed in advance.

C. How to use the knowledge from (A) and (B) above to improve communication and collaboration.
.

TIME REQUIRED

The preferred, more comprehensive approach (I) would require in the range of 7-8 hours from participants. Rather than devoting one full-day, it would best be absorbed in two modules on different days.

The alternative approach (II) would require about a half day of participant time

PRINCIPAL PRESENTER/FACILITATOR: Phyllis Weiss Haserot

tel: 212 593-1549
fax: 212 980-7940

pwhaserot@pdcounsel.com
www.pdcounsel.com