Page 53 - How America's Best Places to Work Inspire Extra Effort in Extraordinary Times

40B RE-ENGAGE

: Instead of indifference, you hear passion.
: Instead of doubts about staying, you hear commitment.
: Instead of “I’m in this just for me,” you hear the embrace of
community.

Despite complaints to the contrary among “we with the graying
hair,” this younger generation can be engaged, and the variable that
makes the difference is the quality of our leadership. Engaging leader-
ship closes the generation gaps by sowing harmony instead of discord,
cooperation instead of conflict, and understanding instead of bias.
We must acknowledge the reality that there is a generation gap in
the world of work, one that likely impacts overall morale and produc-
tivity. Aspiring “employers of choice” must address and close the gap
as part of an overall business strategy.
Margaret Mead, who first pointed out the generation gap in the
1970s, knew that any challenge, including this one, can be solved. She
said: “Never doubt that a small group of thoughtful committed citi-
zens can change the world; indeed, it’s the only thing that ever has.”
Leaders of progressive organizations are creating workplaces
where each generation can learn to live and work together effectively.
We can choose to be part of that smaller group that is bridging the
generation gap, and make our places of work more joyous and produc-
tive as a result. Those companies that have created truly remarkable
workplaces, and have been honored for their efforts through the Best-
Places-to-Work program, are showing us the way.

Crosswind Factor #3: Turbulent Times

As a result of a number of misguided business and economic practices,
the United States began to suffer a severe economic crisis in the fall of
2008 that sent many companies to their demise, as well as thousands