Harmonising Generations in DEI Talks: Manager's Guide
Diversity, Equity, and Inclusion (DEI) have become cornerstones of a thriving workplace. Managers play a pivotal role in fostering an inclusive environment, but navigating DEI conversations can be complex, especially with generational differences in understanding and approach.
You shouldn’t be embarrassed if you find this subject to be a bit tricky - we all make mistakes. Once, when I was in my 20s, I asked an older colleague if she would be retiring soon. I thought it was an innocent enough enquiry as I naively assumed it would be something she was looking forward to. Yet, the way in which it was asked, in front of other colleagues, made my colleague feel very affronted, and rightly so. In our mediation conversation I realised the impact of ageism in the workforce, and how isolating I had made her feel as the only colleague of supposed “retirement age.”
That was almost 10 years ago for me, and now, as a manager in a world of hyperacuity toward diversity initiatives, I worry about putting the proverbial foot in it. Though I’m a black woman, who isn’t a native of the UK, I have a lot of “privileges,” (a word I’m not a fan of), but for my purposes here it suits, given that I’m a a native English speaker, heterosexual, without disability and relatively young, in my mid-30s. Just like the situation with my colleague, there is still an opportunity for me to misstep, making it feel a bit daunting to engage in DEI conversations, especially those that require addressing sensitive issues.
How managers, both older and younger, engage in meaningful DEI conversations can have a significant impact on workplace culture, so it’s important to be aware of your blind-spots and your strengths. This will enable you to feel comfortable in DEI conversations, and recognize when it's necessary to address such issues in the workplace.
The Challenge for “Older Managers”
I don’t have a specific age-range in mind for the concept of an “older manager.” Diversity issues have been at the forefront of the media since the 1960s, and there has been a steady push to address diversity in the workplace beginning in the 1980s. But some people feel like an older manager, even if they are younger. They feel when they started their careers, there was less talk about how to “include” people in work, and more about getting the job done. That perception can vary from sector to sector as well. So, for the purposes of this article, an older manager isn’t a specific age, but anyone who feels “older” in their perceptions of the workplace, in relative comparison to the modern DEI approach, that saw an escalation in the mid-2010s.
Those that deem themselves as “older managers” may grapple with this new DEI landscape. They may feel vulnerable in their careers, especially with pejoratives that suggest they are “dinosaurs” in their approach and outlook being tossed about. They may feel that the language around how to address people and social norms around what is considered offensive have developed more swiftly than they can keep abreast of. They may feel younger generations are more “sensitive” than older generations, and more prone to raise issues of concern that could impact how the manager is seen by their colleagues and leaders. Some may feel that they are a target because of their deep rooted and once societally shared belief systems.
The fear of “not keeping up” can create uncertainty around DEI conversations. However, experiencing people, what makes them tick, what motivates them, is invaluable to the workplace. This new DEI landscape is just an opportunity to gain a deeper understanding of the people around you, and to grow your innate senses. Age doesn’t mean you should stop growing and developing, and having the earnestness and humility to voice that some things are new to you - well, that’s all your colleagues really need to hear during diversity conversations.
The (over)Confidence of Younger Managers
Again, there isn’t a particular rubric for what it defined as a younger manager. But, generally, anyone under the age of 35 is definitely a younger manager, and the age range of what is considered younger after 35 depends on the industry. For instance, in TV and media, senior members of a team can be as young as 28, and to their team of 17-25 year olds, they’re “older.” Conversely, politicians can be considered young in their late 40s to early 50s. Hence, these are subjectively defined categories.
Being a younger manager isn’t necessarily a strength in DEI conversations. Yes, younger managers are often more comfortable discussing DEI issues, but they aren’t always right. Though they often come into the workforce with a more innate understanding of DEI concepts, given the cultural shifts they've grown up with, they still can have inherent biases that can play out in really disastrous ways in the workplace. Generalising groups can sometimes be a big problem with younger managers. They may assume an intimate knowledge of people’s behaviour who are different from them. They may be too vocal, if not presumptuous about a colleague’s culture or assumed traits, which can come off really poorly - resulting in the colleague feeling singled-out and therefore less included. They may have inappropriate conversations around diversity with colleagues, under the assumption they “understand” things they do not know. We’re still acculturated by our families, no matter the age, and both conscious and unconscious biases exist.
Therefore, it's essential for younger managers to recognize that simply being part of a younger generation doesn't automatically equate to being well-versed in DEI issues. The ability to approach these issues with respect, knowledge, humility and courage are still essential for effective DEI leadership, and those skills are learned and honed over time, they don’t just manifest without some effort.
When Do Managers Discuss DEI Issues?
Frustration with Career Advancement: DEI conversations are necessary when staff members express frustration about their career progression. This signals the need to examine whether biases or structural barriers are hindering opportunities for certain individuals.
Observing Exclusionary Behavior: Managers, regardless of their age, should intervene when they observe exclusionary behavior in meetings, team dynamics, or social interactions. Addressing these behaviors promptly demonstrates a commitment to inclusivity.
Feeling Disrespected: Employees who feel disrespected due to their identity or background may disengage or leave the organization. Managers should create a safe space for employees to voice their concerns and seek resolutions.
Bullying and Harassment: DEI discussions become imperative when bullying or harassment based on protected characteristics occurs. A zero-tolerance approach should be maintained to ensure a safe workplace for all.
Reflecting on Past Successes
Regardless of age, effective DEI leadership requires introspection and reflection.
Have you challenged behaviour? Have you failed to? And what made the difference? Managers should constantly reflect on the strategies and approaches to ensuring people feel supported in the workplace.
All managers should advocate for DEI. And, that manifests in a variety of ways. Do you support staff to participate in DEI activities at work? Do you read the articles that are posted around diversity campaigns, and encourage your staff to do so? Do you see examples of powerful DEI initiatives and suggest them for your organisation? You don’t have to do big things, just consistently hacking away at discrimination can be very effective.
And most importantly, managers should avoid assuming they are proficient in DEI matters. Just like in my situation, I assumed it was almost impossible for me to demonstrate bias - and that simply wasn’t true. We all need to make sure we stay abreast of DEI issues, and who is most disadvantaged in the current structure of our organisations. Reflection on past actions, and learning from both successes and failures can help refine the ways in which DEI is approached.
Tips for Meaningful DEI Conversations
Active Listening: Managers should actively listen to employees' concerns and experiences. Create a safe space for them to share their thoughts without fear of retribution.
Continual Learning: Stay informed about DEI trends, language, and best practices through training and reading. This will boost confidence in addressing DEI issues.
Lead by Example: Model inclusive behaviour and language to set the tone for your team. Encourage respectful interactions and diversity of thought.
Seek Guidance: Don't hesitate to seek guidance or mentorship from colleagues or experts who specialize in DEI. Most organisations have invested considerable time and energy in setting up DEI sectors within their HR departments - use them. Learning from others' experiences can be invaluable.
Conclusion
Bridging generational divides in DEI conversations is a critical aspect of effective DEI leadership. Whether you are an “older manager” adapting to changing norms or a “younger manager” seeking to deepen your understanding … recognising the need for meaningful DEI conversations is a step in the right direction.
By fostering an inclusive workplace where diversity is celebrated, equity is promoted, and inclusion is the norm, managers can contribute to the long-term success and sustainability of their organizations. Embracing DEI conversations benefits employees and enhances the overall workplace culture, fostering a more constructive, forward thinking, and harmonious future for all.
