Discussion seeks to bridge workplace generational divide

NCLifeSci hosted a program March 7 at the NC Biotechnology Center bringing together experts and life sciences professionals from across the age spectrum to share their experiences and insights on bridging the communication divide between generations in the workplace.  

The program included a panel discussion, moderated by Trier Bryant, founder and CEO of Pathfinder, along with a presentation on social styles of communication 

Titled “‘Can You Hear Me Now?’ Multigenerational Conversations,” The discussion provided a unique opportunity to explore the strengths, challenges and perspectives of each generation. After the panel discussion, Bryant gave a talk on social styles and communication, dividing social styles into drivers, expressives, amiables and analytics.  

A happy hour with networking, heavy hors d’oeuvers and drinks followed the presentations. More than 100 NCLifeSci members attended. 

Biogen, Eli Lilly and Company, Merck, Novo Nordisk and Pfizer sponsored the event. 

Bridging the Generational Divide in the Workplace 

The panel featured a diverse group of professionals with Bryant as moderator: 

• Amanda Adams, a millennial and senior director of quality at Biogen 
• Larry Diener, a baby boomer and operational excellence deputy at CSL Seqirus 
• Rashaad Galloway, Gen Z and chief operating officer at Clinispan 
• David Posehn, Gen X and site lead at Pfizer  

In a rapidly evolving workforce, navigating the dynamics between different generations has become a critical challenge for organizations, Bryant said. The COVID-19 pandemic brought many of those dynamics into stark contrast and significantly affected the way we work, accelerating the shift towards remote and hybrid work environments, Bryant said. This shift has presented both opportunities and challenges for different generations. 

Galloway, a Gen Z professional, shared his unique experience of navigating the pandemic.  

"I was in a very unique position," he explained. "I was working as a business development consultant, but I was also starting dental school at the same time. So I got to see it from both the business side and the student side." 

Galloway highlighted the strain the pandemic placed on the health care system and the need for innovative solutions to adapt.  

"It showed me that in order for us to be able to adapt, we were going to have to try new, innovative things," he said. "Figure out how to make the Zoom thing work, figure out how to unmute ourselves." 

Posehn, a Gen X leader, echoed the importance of adaptability, noting the shift in communication and accessibility during the pandemic.  

"It just that dynamic changed, and it carried over,” he said. “Now said that we're back into the workplace, you have a balance of both in that regard." 

Posehn also emphasized the increased focus on colleague wellness and mental health support during the remote work era.  

"We felt like, hey, whatever accessibility that we could from a quality of life, mental health perspective, while you're being isolated like that, let's, let's look at those avenues."

Mentorship and Cross-Generational Collaboration 

The panel discussion also delved into the value of mentorship and the importance of cross-generational collaboration. 

Diener, a baby boomer, shared his experience of reporting to a younger manager early in his career.  

"I knew that he had gone through a number of the leadership training courses, and so he had the foundation and background to go through this," Diener said. "And in addition, my former supervisor — he used the word seasoned. I don't like the word seasoned — but he said, 'You're seasoned. Maybe you can collaborate and work with each other, and you can both learn from this.'" 

Galloway emphasized the value of 360-degree mentorship and talked about having mentors from different generations.  

"Leveraging him [his younger mentor] to look at the tech side of things, leveraging some of my mentors who have more experience in the industry to understand how these systems work. So I think it, it plays a huge role, and focusing just on the younger aspect of it, because they're right on the cusp of things as they're happening there." 

Posehn echoed the importance of organic mentorship relationships, noting that the best mentors often emerge naturally.  

"I have two mentors that are 32 years old, right?” he said. Thirty-two-year-old mentors that I've worked with in my career, and what they've done with me is show me perspectives that I just didn't see before. It's so important." 

Addressing Biases and Promoting Inclusion 

The panel also delved into the issue of ageism and other biases in the workplace, emphasizing the need to address these challenges head-on. 

Bryant talked about the concept of "radical respect," a framework that helps identify and address biases, prejudices and bullying in the workplace.  

"You can't fix a problem that you can't name," she said, highlighting the importance of recognizing and addressing these issues. 

Adams shared an experience where ageism was a factor in the hiring process.  

"We wanted to make an offer to one gentleman, and I was surprised with the feedback from the hiring manager related to their age. 'Well, do you really think they fit in with the team?’  

“‘What do you mean?’” she asked. “’They have all the right experience we're looking for?' So that was kind of surprising." 

Posehn also discussed the challenges of someone being told they were "not ready yet" for certain roles, emphasizing the need for merit-based decision-making.  

"Why wouldn't that colleague be a leading candidate for it because of what they've accomplished?" he said. 

The panelists agreed that addressing biases and promoting inclusion are crucial for creating a more equitable and collaborative workplace. 

Embracing Change and Valuing Diverse Perspectives 

Throughout the discussion, the panelists highlighted the importance of embracing change and valuing diverse perspectives in the workplace. 

Adams said there is a need for authenticity and vulnerability in leadership. 

"Be authentic and be vulnerable with your teams when you're leading, because that's the greatest way that you'll build your report." 

Galloway advocated for a holistic approach to diversity and inclusion. 

"Don't just look at diversity from age, don't just look at diversity from race,” he said. “Don't just look at diversity from sex. Look at diversity holistically, so that you can make better decisions, and also so you can include everyone in the decision-making process." 

Diener emphasized the importance of effective communication and understanding different cultural references. 

“What I try to do when I'm giving a workshop or trying to talk to folks is I talk to some of my younger colleagues and I say, 'Okay, here's the concept I'm trying to get around and out to everybody. What reference would you use?'" he said. 

Bryant’s insights on adapting communication styles for effective leadership 

In her presentation, Trier Bryant shared insights on the importance of adapting communication styles to connect with diverse audiences. Bryant's message emphasized the need to move beyond generational stereotypes and instead focus on understanding individual preferences and work styles. 

"This is not how I'm going to communicate with millennials," Bryant said. "This is a framework and tools so that we can hear and communicate with all of ourselves cross-generationally better in the workplace." 

At the heart of Bryant's approach is the concept of social styles, which categorizes individuals into four main types: drivers, expressives, amiables and analytics. By understanding these different styles and how they respond to various communication cues, leaders can tailor their approach to ensure their message is received and understood. 

"When I was younger, I was more of a driver expressive. As I've gotten older, I've gotten colder, and that is feedback that I have received, and I am accepting it," she said. 

Bryant described drivers as action-oriented, needing results under pressure and having a minor strength in listening. In contrast, expressives are spontaneous, need recognition and have a minor strength in restraint. Amiables focus on relationships and need harmony, while analytics are task-focused and need accuracy. 

One of the key insights Bryant shared was the importance of including underrepresented or "invisible" identities in the conversation.  

"The hardest group are the folks that have an identity with an underrepresented group, and it's something that we don't focus on," Bryant said. 

By proactively collecting demographic information and asking team members about the groups they identify with, Bryant said she is able to uncover a wealth of diversity that may have otherwise gone unnoticed. This approach helps to foster a culture of inclusion and belonging, where everyone feels seen and heard.