Exclusive interview with Kristy McCann Flynn, CEO, GoCoach

'Covid-19 Bridged The Generational Gap Based On Our Shared Experiences'

 

“Before and after Covid-19, we continue to attach labels to certain groups based on what they know, don’t know, think, or perceive. We have created negative taglines like “war for talent,” “skills shortage,” “mental health crisis,” and “the great resignation” because we thought it was easier to replace someone than to understand their gaps and where and how they need to develop,” says Kristy McCann Flynn, CEO of GoCoach, in an exclusive interaction with HR.com.

Kristy has 15 years of experience as a strategic human resource leader, change manager and organizational development expert. She has served in senior leadership positions throughout her career – most notably with Pearson Education and Constant Contact.

Excerpts from the interview:

Q. How has Covid-19 impacted different generations of employees?

Kristy: Covid-19 has created a reset and a new framework for meaningful connections beyond a 9-to-5 office job. It has also created pockets of vulnerabilities that many younger or older people experience across work-life balance, stress, sickness, loss, and overall survival. While Covid-19 continues to divide us in many ways, it has opened the opportunity to understand the shared experiences that different generations have in common. They can understand each other and the impacts of Covid-19 because they have suffered similarly. 

It has also created tribal knowledge of transparency for how we flipped workplaces overnight. The real window of opportunity is reframing what were once differences among the generations as a shared overall experience, with more honesty and intention that can create long-lasting relationships and positive impacts for generations to come.

Q. What are some of the challenges and opportunities of having a multigenerational workforce?

Kristy: All workforces should seek to have diversity of race, gender, age, and multicultural experience and knowledge. Before and after Covid-19, we continue to attach labels to certain groups based on what they know, don’t know, think, or perceive. We have created negative taglines like “war for talent,” “skills shortage,” “mental health crisis,” and “the great resignation” because we thought it was easier to replace someone than to understand their gaps and where and how they need to develop. 
 

We have a clear opportunity to let go of the labels and instill ongoing education to meet everyone where they are, so no one feels left behind and attached to a label or stigma. Instead, they should feel attached to an opportunity to learn and grow with one another. The challenge is this: Do we want to change and lead with an open, always-learning mindset or do we just want to continue to create negative stereotypes that are inhibiting most of the population from their true potential? 

Q. Do you think the Covid-19 pandemic has helped bridge the generational divide?

Kristy: Yes, as mentioned earlier, it has bridged the gap between generations based on shared experiences that we all went through. It has exposed the importance of ongoing development to not only bridge the skills gap, but the generational gap within workforces. It provides opportunities to create a level-set of shared learning experiences to instill the culture and values of workforces. It has forced us to work with high amounts of ambiguity and change what many people, regardless of age, are not used to — and would rather do without! There is a generational gap because we viewed the disruptions brought by the pandemic as a negative rather than an opportunity. I think it will be bridged with ongoing conversations, transparency, and vulnerability rather than negative taglines. 

Q. Can you offer a few tips on managing age diversity in the workplace?

Kristy: We should not look at managing age in the workplace but rather meeting people where they are — right here, right now. What makes them successful, what is important to them, what do they want to learn, how will they apply this learning to help others, what are the gaps and how do we fill them and understanding who they are rather than what they are. These are all the indicators of good management, from understanding your people to having candid, transparent conversations and discussing differences and opportunities to taking a servant leader mindset. 

Q. Do you think it is important to offer more targeted health support, wellness support, and benefits geared to each generation?

Kristy: It is important to understand the current state of any organization — age is just one component. Are there themes around wellness that are important for people? Who is following current best practices and why? Are the plans working or not working? What are the employee feedback, engagement, and productivity levels? 

We need to begin looking at organizations as communities and understand where the gaps and data themes are. By doing this, we begin to stop working in silos and fiefdoms. For example, if many people are working from home, then, regardless of age, they need basic tools: internet, office supplies, and an ergonomic chair. Younger and older generations are both experiencing eldercare challenges at an alarming rate — which is another commonality to focus on that is inclusive to all generations. Financial well-being is another area where there are many gaps across generations and that shared experience can create opportunities and wins.

Look at the data — not people. The data will be the beacon to drive what programs are needed and inclusive for many, if not all, in the organizations. 

Q. What do you believe are some of the top workplace trends impacting the future of work?

Kristy: Workplaces first need to take accountability for the problems that have plagued the U.S. — diversity and inclusion issues, equality and equity issues, the skills gap, low engagement, and high attrition are all examples. It is a long list. Once we make a plan for accountability, then, based on the data and where there are gaps, workplaces should implement what is needed to make people successful. What makes people successful is very similar to Maslow’s hierarchy of needs.

We need to start with basics: flexible work schedules, an always-learning mindset, benefits that matter, continuous investment in learning and education for people, and equity in pay. Covid-19 has shown that the frills of punked-out offices — the endless food, ping pong tables, and kegs — don’t matter and are a waste of time and money. What matters are the basics to sustain your people. Go basic, find the trends, and then fill the gaps.
 

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