Interview with Paul and Tivarni on Intergenerational Working

I called on two of my UKE Steps colleagues Paul Mason and Tivarni James-Clarke, both from two different generations, to talk about their perspective on Intergenerational Working and how this relates to their working relationship.

Effective working.

There are 5 different generations within the workplace, and with that comes different life experiences and mindsets that are bound to create differences and obstacles for effective intergenerational working. With 40 plus years of experience in the workplace, Paul said that he has found accepting change and understanding the different expectations and needs in the world of work are the most effective way to work across generational groups.

Paul compared his first experience in the working world to his experience at school, ‘you sit at your desk and do as your told.’ However, there is a mutual realization between Tivarni and Paul that for effective intergenerational working, there needs to be listening and understanding happening from both sides. World views are shaped by the environments in which you grow up , and this certainly also extends to the style in which you work.

The effects of digital working on different generations.

Tivarni makes an interesting point about how the world of work has completely shifted post-pandemic and the effect this has had on the current generations in the workplace. For younger generations growing up in a digital age, the transition to hybrid/remote working was likely a much easier and more natural process than it might have been for the older generations. And because this transition was brought on through necessity rather than a gradual natural way of progressing, the shift is even more abrupt and potentially jarring for older generations who are often, but not always, used to the more traditional routine of work.

However, being thrust into the remote working environment from a younger generational perspective can mean you have to learn very quickly how to self-manage to create boundaries for yourself in your working day. As you are working from the comfort of home, it then can become difficult to separate work from home.

Similarities in working between Tivarni and Paul.

Despite the difference in age, we reflected on the similarities in working styles between Tivarni and Paul. It was interesting to note that despite both coming from completely different backgrounds, their working history has common ground through freelancing, and both have expressed that they share a similar style of communication which has enabled their working relationship to flourish. Paul notably puts this down to behaviours, and despite coming from different generations, commonality is prevalent in human behaviour.

Positives working intergenerationally.

I asked Paul and Tivarni what the positives are when working intergenerationally. Paul explained that being presented with different points of view can illicit new thinking and help shift mindsets.  It can also make you question the usual way of doing things, ‘are they done that way because that is how it has always been done? I wonder if there is a better way?’

Tivarni says the benefits are always within the diverse perspectives different generations bring to the table. And also that understanding the original processes to begin with is crucial to understanding how things could potentially be changed. If we didn’t have generations before us creating a standard and leading the way then the younger generations would be lost. It will always be beneficial to hear from those who have come before you.

Differences in intergenerational working.

As aforementioned, as much as similarities can bring people closer together, differences can also be an opportunity for learning and connection. Paul makes the point that generationally, values are typically what differ for people in the workplace more so than in our individual preferences or styles of working. The differences are evident with the younger generations coming into the workplace having different expectations and wanting to ensure they are working for an organisation whose values align with their own, rather than (as Paul put it) that being a ‘happy accident’ when he was entering the workforce.

We concluded that this probably wasn’t a priority for older generations entering the workforce, and Tivarni mentioned that as it is set as a standard now that companies need to create a mutually beneficial relationship with their workers, in order to achieve the best rate of productivity.

Generational stereotypes.

We discussed how generational stereotypes surface in the workplace and whether Tivarni and Paul had ever experienced them throughout their working life. At Steps, Tivarni expressed how generational stereotypes have actually had a positive impact on herself and her team, being a young group of women, they are seen as ambitious and driven and as Paul puts it ‘wanting to revolutionize the workplace.’ Paul also recognises the stereotype that the older generation are resistant to change, but he has never been subject to that stereotype himself and there needs to be recognition that the world is a very different place now and will always continue to change.

Learning from other generations.

Having and creating an environment where open conversation is safe and not being scared to ask questions/explore each other’s lived experiences is so valuable, because if fear inhibits conversation and connection, people will be more afraid to have honest conversations and may feel afraid to say the wrong thing. Conversation allows each person to understand the other. Ultimately as Tivarni puts it, when someone is asking a question or says something that may seem out of line or offensive, it more often than not comes from a place of care than ignorance.