Bridging Generation Gaps In Culture

We need boards to be multigenerational, because so many older executives are struggling to see the big shifts under way in society and business. Anjli Raval makes the case: “It is understandable that those with the time and inclination to serve on boards tend to be in the latter stages of their careers and perhaps after they have finished their time as an executive. But this overlooks a critical point: multigenerational boards make better business sense. Bringing in a wider range of ages offers fresh perspectives that drive stronger operating performance, build resilience and strengthen succession planning. Boards have long leaned towards older generations, favouring candidates with extensive executive experience and established records. There is also often a bias towards the familiar, reinforcing closed recruitment practices and limiting boardroom opportunities for younger professionals who may be outside established networks. But a board that spans generations is also likely to be more reflective of the broader diversity of today’s workforce and consumer base, enabling companies to better navigate fast-changing markets and complex business challenges. In the absence of younger directors, many boards are finding other ways to incorporate youthful perspectives, using shadow boards filled with younger colleagues, boardroom observers and apprenticeships. These methods allow boards to tap into fresh ideas without formally appointing younger directors, while also giving those participants exposure to board-level decision making. They can then use these skills in their executive life.” I personally am a member of three impact and sustainability focused “shadow boards” or advisory councils, all for huge global businesses, and it’s one of the most rewarding and valuable things I do! https://on.ft.com/3Avi1kZ

Ageism might be the elephant in the room in internal communications. Too often, older professionals are quietly sidelined—seen as “out of touch” or “too traditional” just because they’ve been around longer. Their depth of experience, institutional memory, and resilience in a crisis get overlooked in favour of chasing the latest shiny tool. At the recent Communications Leadership Summit in Brussels 🇧🇪 organised by Mike Klein, IABC Fellow, IABC EMENA and Strategic, I was part of an insightful discussion around ageism. Many felt that older people were perceived as too expensive in a profession where we are always having to justify the value we bring. But ageism works both ways. We noted that we had seen younger colleagues dismissed as “green” or “not strategic enough,” even when they bring sharp insights into digital culture, emerging channels, and fresh creative thinking that organisations badly need. We might also be prejudiced in thinking younger people are better at adapting to new technology like AI, but it was noted that AI is now taking away a lot of the work that used to be done by junior comms people meaning that younger people need to adopt a new approach to finding work. The truth is perhaps simply that our teams do best when they blend both young and old. So how do we make sure we’re not unconsciously excluding talent on either end of the spectrum? 1. Challenge your assumptions. Don’t let stereotypes drive hiring or project allocation—test whether your perception is based on evidence or bias. 2. Mix up project teams. Create deliberate intergenerational collaboration so people can share skills both ways. 3. Mentor in both directions. Reverse mentoring works: younger colleagues help with emerging tech, older colleagues offer strategic and political nous. 4. Value impact, not age. Measure people by the outcomes they deliver, not the years they’ve worked. 5. Audit your culture. Are subtle jokes, comments, or policies privileging one age group over another? Internal comms is about connecting across differences. That starts in our own teams.

Demographic change isn’t on the horizon, it’s already here. And it’s transforming labour markets, consumer behaviours, and the very fabric of economic growth. For too long, many businesses have defaulted to youth-centric strategies, designing products, marketing campaigns, and talent models around a narrow view of age. But by doing so, they risk overlooking one of the most significant growth opportunities of our time: designing for the full life course. This approach recognizes the evolving realities of longevity. A 67-year-old startup founder, a 55-year-old caregiver, and a 72-year-old retiree-turned-consultant may all be over 50 but their needs, aspirations, and contributions are vastly different. Age is not a monolith. To remain competitive in an aging world, organizations must embrace two key product shifts: -From youth-centric to age-inclusive design -From viewing age as decline to seeing age as reinvention And two workforce transformations: -From linear “career ladders” to flexible career landscapes -From age-segregated teams to intergenerational collaboration This is more than a demographic necessity, it’s an inclusion imperative. The future belongs to organizations that champion age diversity as a strategic asset, not a challenge. Let’s build workplaces and products that reflect the full spectrum of the human experience at every age. https://lnkd.in/e_6e7-Zs

We Don't Need Sympathy for Older Workers. We Need Systems That Recognise e What They Actually Bring. Gen X and Baby Boomers are the most educated and adaptive generations in history. We moved analogue to digital, paperwork to AI, local markets to global ones. We are still learning and fully capable of contributing. Yet hiring systems and board level thinking often treat this stage of life as diminished capacity. The unspoken belief is that past 50 means less adaptable, too expensive, or nearing the end of contribution. The evidence does not support that belief. Research shows that a 70 year old today has the cognitive health of a 53 year old in the year 2000. Health, education and longevity have shifted, but workplace thinking is still rooted in outdated ideas about decline. In practical terms, people in their 50s and 60s bring clearer judgement, stronger decision making, better pattern recognition and deeper strategic thinking built over decades of lived experience. But here's the shift: if we design workplaces for lives that actually last, we start valuing what experience delivers. That means: • Replacing "too senior" with "strategically essential." • Building hiring frameworks that recognize cognitive health, not calendar age. • Designing roles that assume contribution doesn't decline at 50, it deepens. • Creating mixed-generation teams where adaptation and wisdom compound each other. Longevity isn't a liability. It's competitive advantage. And older professionals aren't legacy costs, they're architects of resilience. #WorkplaceWisdom #LongevityLeadership #AgeInclusion #IntergenerationalTeams #HealthyAging #ExperienceMatters #ModernElders #FutureOfWork

Finally, Australian organisations are realising that diversity, equity, and inclusion (DEI) work goes beyond gender, that all people have intersecting identities and our work must address these. Addressing ageism is crucial for genuine equality. Victoria's Gender Equality Act has allowed for consistent tracking of age data and it's analysis by gender. What have we learnt? We must: 🔍 Recognise the Impact: Ageism affects job opportunities and workplace culture, with significant pay gaps for older women. 🌐 Understand Generational Diversity: There are differences and similarities in the generations, we need to value the differences and foster the similarities to create a cohesive inclusive workplace 🚫 Challenge Stereotypes: Move away from generalisations. Focus on individual abilities and review recruitment processes for bias. This means actually unpacking the reasons people over 50 are not selected for roles. 🤝 Foster Intergenerational Collaboration: Encourage knowledge sharing and two way mentorship across generations to build a stronger, more inclusive team. 📚 Promote Lifelong Learning: Offer continuous development for all employees, aspiring leaders can be any age. Measure the age diversity of participants in professional development and leadership programs. 📑 Create Inclusive Policies: Have flexible work arrangements that are accessible for grandparents, people caring for parents, and people without caring responsibilities. Let's also not forget the impacts of menopause and peri-menopause - what is your workplace doing in this space? 🔗 Intersectionality: Consider ageism alongside sexism and racism. Our diversity, equity and inclusion work has to take into account different aspects of a persons identity and how that influences their opportunities and experiences. And age is one of those aspects that can really matter. Have you experienced ageism? What is your organisation doing to tackle it? Put your thoughts in the comments below. #Inclusion #AgeDiversity #WorkplaceEquality

I’m a proud Gen Xer. The latchkey generation. The “figure it out yourself” crew. But lately, in conversations with friends and colleagues, I’m seeing more of us quietly struggling with something we don’t talk about enough: aging in the workplace. According to AARP’s most recent survey, 64% of workers aged 50+ say they’ve personally seen or experienced age discrimination at work. Even more striking, 90% believe ageism is common. On a leadership level, Gen X is increasingly squeezed: Baby Boomers are delaying retirement, and Millennials are snapping up fast-track leadership roles. As a result, Gen Xers often miss out. According to the Wall Street Journal, our representation in CEO roles has dropped from over 51 % in 2017 to about 43 % now. We’re also bearing more than our share of life’s complexities. Half of us find ourselves in that “sandwich generation”, raising kids while also caring for aging parents. And that constant balancing act is taking a toll: 67 % of us report burnout -- higher than any other generation. So … what do we do with this? Here are some tips that may help: 1. Lean into your adaptability. You’re a Swiss-army tool of experience: you came into work before the internet, and now you're navigating AI. That resilience isn’t just real, but valuable. Own and promote the way you’ve adapted in your career. 2. Build your own spotlight. If someone else isn’t recognizing your impact, give yourself the megaphone. Start sharing thoughtful insights, lead a small initiative, or mentor someone. Don’t look at it like self-promotion, but making visible what often gets overlooked. 3. Explore new paths on your terms. Many Gen Xers are discovering second careers—whether through consulting, reskilling, or even entrepreneurship—that are not only fulfilling but age-friendly. Keep your options open…there are many. 4. Focus on boundaries and self-care. Burnout is real, and caregiving can get heavy. Prioritize what matters: time with family, evenings to recharge, hobbies that ground you. Work may be important to you, but it isn’t everything that matters. 5. Advocate. Don't underestimate the power of quiet persistence. Speak up for fair policies: age-inclusive programs, fair hiring practices, and the recognition Gen X brings as a bridge generation. In short: we’re not fading quietly, but forging forward. #ageism

If you're 50+, please stop leading with years of experience in your career summary. Instead, lead with value and outcomes. Years trigger unconscious age bias. They act as an age signal. Outcomes and value trigger interest. Here's what I mean: ❌ "Seasoned executive with 30+ years of experience in operations management" ✅ "Operations executive who reduced costs by $4.2M and led a team of 200+ through a successful merger integration." The first one shouts your age. The second one shouts your results. Both might describe the same person, but only one gets the interview. Know why this matters? Because one of the most extensive research studies on ageism showed that resumes with age signals result in 34-62% fewer callbacks, even when qualifications/skills are identical. It’s not that your years of experience are a problem. It’s that we want the differentiator to be how you add value and your results, not your age. When you open with outcomes, you shift the reader's attention from "how old is this person?" to "what can this person do for us?" It’s about where we're putting the focus. Where we are shining the spotlight. 𝗛𝗲𝗿𝗲'𝘀 𝘁𝗵𝗲 𝗿𝗲𝗳𝗿𝗮𝗺𝗲: → Instead of "25 years in sales leadership" → "Grew revenue from $12M to $45M across three organizations" → Instead of "Extensive background in HR" → "Reduced turnover by 40% and saved $1.2M in recruiting costs" → Instead of "Decades of IT experience" → "Led digital transformation for a 2,000-employee organization" Your experience and wisdom are such an asset. Now, we just need to market it so they see it. I created a free Age-Smart Resume Playbook that shows you exactly how to make this shift. Grab it in the comments. #Careers #JobSearch #Ageism

Marsha was in her 50s and hoping to make a career pivot. "Have I got chance?" she asked me. I'll tell you what I told her: Ageism in the job market is real. But, if you are prepared, you can overcome the obstacles. It had been years since she'd applied or interviewed for a job. We worked together on her resume, LinkedIn, networking, and interviewing to package her for the job she wanted. When she called to say she'd gotten an offer for a great new job in pharma, with a 30% pay increase, I was jumping up & down!! I want to be clear that this was not easy. It took a lot of focus. Here is the multi-pronged approach we worked on together: 🎯 Resume Strategy: ↳ Focus on impact ("Delivered $2M in savings" vs "25 years of experience") ↳ Go back no more than 15 years  ↳ Highlight current technical skills, leave off old ones ↳ Take the graduation year off all degrees ↳ Contact info should include only city, state (no street address) ↳ Ditch the AOL, and hotmail email addresses; they date you 🌐Networking Strategy: ↳ Reconnect with former colleagues & give them an update ↳ Practice talking about your skills and abilities ↳ Speak to others who've successfully overcome the age barrier ↳ Make sure your LinkedIn profile follows best practices ↳ Work toward 500+ connections ↳ Post and comment on LinkedIn weekly 🏢 Employer Strategy: ↳ Target 40-50 companies with age-diverse cultures ↳ Talk to people in similar roles & ask about key skills ↳ Ask HR/recruiters about their hiring process ↳ Follow each employer on social media to learn priorities 💡 Interview Strategy: ↳ Lead with energy and genuine interest ↳ Show you've done your research with deep preparation ↳ Be ready with stories that include cross-generational work ↳ Share examples of your adaptability and growth mindset ↳ Talk about new skills you've built and show you're on top of trends ↳ Communicate your experience working with diverse people 🤵🏼Personal Strategy: ↳ Take additional courses & certifications to keep your skills fresh ↳ Stay current in your field with podcasts and social media ↳ Make reasonable adjustments to your appearance ↳ Clothes should fit well and be current, but not "trendy" ↳ Avoid language that "dates" you (ask a trusted younger friend) Remember: You're not "overqualified" You have battle-tested wisdom. That, along with these strategies, will set you up as a strong candidate! ♻ Repost to help people who are facing ageism in their job search 🔔 Follow Sarah Baker Andrus for more strategic career insights

Ghosted. Too experienced. Safe pair of hands. Hands up if you've ever had this experience or been given this feedback and you're over 40 working in Comms and PR. 👋 👋 👋 I experienced both ageism and sexism in my 20+ years working in Comms and PR (agency-side and in-house) and I'm so tired of the same old dynamics playing out. Pun intended. I bet you are too? That's why I want to highlight the work Jenny Manchester has been doing in this space and the publication of her Chartered Institute of Public Relations research report today: "An age-old problem: What can we do to tackle ageism in PR?" (link in comments) It's challenging reading. And it should be. 🧱 Only around 21% of PR practitioners are over 50 – fewer than in many other sectors. 🧱 Recruitment practices often send coded signals: “digital native,” “rockstar,” “energetic team player.” All shorthand for “younger, please.” 🧱 Culture compounds the problem: older colleagues labelled “safe pairs of hands” but rarely seen as innovative or bold. 🧱 And while older men sometimes gain authority, older women often vanish from view. (This one I know for sure!) Please read the research and think about what you can do next: 🔔 Download the checklist with the report to identify practical steps you can take as an employer 🔔 Join the work of Break the Silence Collective - an industry wide push towards tackling bias and discrimination of all kinds in Comms and PR 🔔 Invest in development for team members of any age - not just those at the beginning of their career Thanks Jenny for such an important report.

Hiring managers: you’re not filtering for the “best.” You’re filtering for what makes you comfortable. We took “30 years of experience” off someone’s resume. Replaced it with “15+ years of experience.” Suddenly? Interviews started coming in. That’s not strategy. That’s survival in a biased system. 📌 Ageism is real. 📌 Recency bias is real. 📌 Qualified candidates are getting cut, and left questioning their worth, before they even get the chance to speak If you’re over 40 and wondering why no one’s calling you back, it’s not because you’re irrelevant. It’s because the system is broken and obsessed with what looks shiny and “new.” This is exactly why I built SSIP™. Not to play the game. But to outsmart it. ✅ STORY – You don’t need 30 years of bullets. You need the right narrative. ✅ SKILLS – Not a list. Evidence. Transferability. What works now. ✅ IMPACT – Metrics. Outcomes. Business results. ✅ POSITIONING – Align with where you’re going, not just where you’ve been. If you’re not getting callbacks, it’s not about your value. It’s about how you’ve been taught to show your value. And to the recruiters and hiring managers reading this? 👋 Check your damn bias. 📌 Stop confusing tenure with irrelevance. 📌 Stop acting like someone’s last 3 years define their next 10. 📌 Start hiring for what actually matters: skills, insight, impact, and growth. You don’t need to “dumb down” your experience. You just need to stop telling the story that keeps you boxed out. And I’ll help you do it. ___________________ And for those of you who don’t know me — Hi, I’m Erica Rivera, CPCC, CPRW. I’m the person people go to when they feel boxed out for being a “generalist.” And the same person they call when they feel boxed in for being a “specialist.” Because I help people unlock their SSIP: Story, Skills, Impact, and Positioning in a way that actually lands. So they stop getting mislabeled. And start getting seen