Management Intergénérationnel

Outils pratiques et perspectives

Comment animer des équipes  composées de collaborateurs âgés de 15 à 65 ans ?

Comment faire cohabiter les générations X, Y et Z ?

Comment adapter son leadership pour relever le défi intergénérationnel ?

écrit par Benjamin Tur

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Le monde bouge, la durée de vie s’allonge et jamais autant de générations se sont côtoyées dans une même entreprise ! A l’époque, il y en avait trois, aujourd’hui elles sont quatre et bientôt cinq. Désormais ce sont les séniors, la génération X et la génération Y qui cohabitent sous le même toit ! Chacune d’elle possède ses propres valeurs et une approche différente du travail en entreprise. Comment conjuguer ces différentes sensibilités, tout en faisant grandir l’entreprise ?

Ces différences, les leaders d’aujourd’hui les connaissent bien. Certains en profitent, tandis que d’autres en souffrent. On ne doit plus seulement savoir maîtriser son métier ou savoir diriger, on doit aussi savoir gérer les spécificités de chacun.

« Les séniors n’ont pas les mêmes valeurs que les juniors. Il faut alors comprendre les manières distinctes de travailler d’un groupe à l’autre. »

En effet, il s’agit de générations aux identités marquées, dont les différences sont suffisamment larges (presque vingt ans d’écart entre le plus jeune et le plus âgé d’une même génération) pour englober des personnes aux besoins et aux compétences variées. Ces différences sont comme une épée à double tranchant : opportunité d’un côté et risque de l’autre.

Face à ces bouleversements, il est utile de s’arrêter un instant sur cette citation de Benjamin Franklin : « Tu me dis, j’oublie. Tu m’enseignes, je me souviens. Tu m’impliques, j’apprends. »

Le leader d’aujourd’hui doit donc posséder et cultiver des compétences particulières pour bénéficier des possibilités extraordinaires d’un mélange générationnel et éviter les conflits qui y sont associés. D’où l’intérêt de miser sur la richesse de cette diversité, plutôt que de cloisonner. Il faut envisager de travailler dans une optique de complémentarité, de mettre en place des mesures qui favoriseront la collaboration et de s’enrichir mutuellement.

Aujourd’hui, la réussite intergénérationnelle est plus que jamais une affaire de management, visant à allier le potentiel de chaque génération et d’en tirer le meilleur. Pour répondre à ces besoins, une nouvelle formation a vu le jour chez Di Marino Consulting.

Le programme de ce séminaire « Management Intergénérationnel » permettra à chaque  participant de déployer son potentiel pour faciliter le transfert de connaissances et d’acquérir de nouvelles compétences et ainsi maintenir le sens au travail à travers les générations.

La première partie aura pour objectif de définir les constituants d’une génération et de comprendre les différences d’âge dans une équipe. La seconde aura vocation à donner aux participants les outils nécessaires à la prévention, l’identification et la gestion de conflits intergénérationnels. La troisième permettra aux participants d’élaborer des stratégies, afin de tirer profit des opportunités liées aux différences d’âge et de créer de la valeur autour d’elles.