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When I deliver talks, often I find myself engaged in conversations with both younger and older women about what might be called the intersection of gender and generations issues at work. Several women express the strong belief that women have actually made little or no progress in attaining leadership and management positions in the last 10 or 15 years except in their own businesses.

Some believe that we as a society have actually regressed and that having made some visible strides, men act as if the gap problem is solved, and there is less talk leading to action than there used to be.

On the other hand, my inbox continues to be filled with newsletters and webinar invitations from politically active groups, industry professional organizations and media watchdogs that persistently and energetically keep these issues in the forefront. Business schools, using male students as spokespersons along with women, and mission driven nonprofit organizations are touting their efforts to involve men in the cause of righting the scales for women at work.

Yes, I think we still have a long way to go. And the best strategy for achieving more success for everyone is to sincerely and substantively involve men in the conversations and in implementing the solutions. Now we have one of the best opportunities to take advantage of the intersection with generational attitudes. The younger generations of all genders are not only accepting but also demanding all kinds of diversity. They see gender as less of an issue than their older colleagues do. And older men with daughters and high earning wives are “getting it” through firsthand observation of the issues and impact.

Here are my 8 Top Reasons for Optimism:

(Yes, I am a congenital optimist, but one that doesn’t like being disappointed.) Of course these are general patterns, not absolutes, and we need to recognize individual situation and avoid stereotypes.

         - Gen Y makes smaller gender distinctions as to relationships, capabilities, ambitions, leadership and tenure than older generations do.

         - Collaborative styles, which are comfortable for many women, are favored by the younger generations. Collaboration is necessary for solving ever more complex problems.

         - With more women making purchasing decisions, more women and other diverse professionals will be designated to lead client teams and business development opportunities. Economic factors are strong attitude influencers.

         - Younger men are about as focused on family (dual-centric) as women are. These men also want to restructure the workplace so it works better for people.

         - Women are gradually learning the importance of rainmaking to their careers, the importance of getting sponsors, not just mentors, helping each other and learning to be more confident in negotiations.

        - While unconscious bias is still common, a desire for rejuvenating professionalism among all generations (as revealed in the findings of the Practice Development Counsel Professionalism and the Generations survey a few years ago) will gradually shrink the gap in leadership and increase opportunities for women. Professionalism will increasingly trump and help conquer unconscious gender biases.

        - There is a growing awareness of the value of gender neutrality and intergenerational understanding and collaboration in producing organizational success.

        - And time brings transitions: Everyone gets older, so more people with gender bias will be transitioning out of the workplace.

This is not occurring fast enough to please many women and accelerate the success of many businesses. But I believe it will happen faster if we take the focus off difference and involve stakeholders of all generations and genders in achieving common goals of productivity, client retention, succession planning, knowledge transfer and professional excellence.

This is still a controversial subject, and we need to give it the attention it deserves. Let’s keep a lively dialogue going.  Contact me at pwhaserot@pdcounsel.com or post in the Cross-Generational Conversation group on LinkedIn.

Phyllis

©  Phyllis Weiss Haserot, 2015.

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* The generational chronology for easy reference: Generations are defined by the similar formative influences – social, cultural, political, economic – that existed as the individuals of particular birth cohorts were in adolescent-early adult years. Given that premise, the age breakdowns for each of the four generations currently in the workplace are approximately:

Traditionalists:                         born 1925-1942   

Baby Boomers                          born 1943-1962

Generation X                            born 1963-1978

Struggling with how to achieve vital knowledge transfer among the generations? Ask about our highly praised workshop “Avoiding the Cliff: the Relationship Side of Succession Planning and Knowledge Transfer.”

Check out our signature program GENgagenent^tm: 5 Things to Know About Each Generation that Will Change How You Interact, Persuade, Recruit, Retain and Sell.

Make sure every day is a Cross-Generational Conversation Day at your organization.  Contact us to learn about the process, tools, and how your firm/organization can participate in the coming year.

For coaching, training and special programs on inter-generational challenges for and among 4 generations in the workplace, attracting and retaining clients and employees of different generations, and maximizing the potential of young professionals and work teams, call or email Phyllis for an exploratory talk or complimentary coaching session at 212-593-1549 or pwhaserot@pdcounsel.com.

Phyllis is available to speak at your organization or at firm retreats on inter-generational relations and organizational effectiveness topics. Call or e-mail for a list of topics or to custom-tailor your own.