{"id":102575,"date":"2022-09-27t12:00:50","date_gmt":"2022-09-27t16:00:50","guid":{"rendered":"\/\/www.g005e.com\/?p=102575"},"modified":"2024-08-07t23:10:30","modified_gmt":"2024-08-08t03:10:30","slug":"dissolve-the-generation-gap","status":"publish","type":"post","link":"\/\/www.g005e.com\/2022\/09\/27\/dissolve-the-generation-gap\/","title":{"rendered":"how to close the generation gap"},"content":{"rendered":"

\"younger<\/a>the false assumption that stands in the way.<\/strong><\/p>\n

by rick solomon
\nbridging the gap<\/a><\/em><\/p>\n

there is a fundamentally false assumption that\u2019s responsible for the gap between current and emerging firm leaders.<\/p>\n

more: <\/b>eliminate mystery through communication<\/a> | leadership growth is a two-way street<\/a> | how to encourage firm ownership<\/a> | change when? continuously<\/a> | win with an intentional culture<\/a> | each generation must change<\/a>
\n\"goprocpa.com\"exclusively for pro members. <\/span><\/strong>log in here<\/a> or 2022世界杯足球排名 today<\/a>.<\/span><\/p><\/blockquote>\n

this gap limits what we can accomplish, makes things harder than necessary, and undermines the very quality of our lives.<\/p>\n

like most conflicts, the generational gap between current and emerging leaders can be minimized or eliminated by honest communication that involves a degree of vulnerability.<\/p>\n

when open sharing of goals and perspectives occurs, all parties can better understand and respect the individual needs of \u201cthe opposition.\u201d in such an environment, it becomes far easier to find ways to meet the desires of all participants and create a shared path toward mutual satisfaction.<\/p>\n

what is this false assumption? that the reality we experience is \u201cthe reality\u201d when in fact, it is simply \u201cour reality.\u201d this false assumption causes us to conclude that our view of things is right and others are wrong. hence, the gap.<\/p>\n

at a recent workshop with both current and emerging leaders, current leaders were sharing how they wished up-and-comers would step up and take more responsibility in the firm. \u201cwe\u2019d be happy to give them more power, but they don\u2019t seem to be rising to the occasion.\u201d they felt the younger generation wasn\u2019t as motivated as they were and that they were overly concerned about their life\/work balance. in short, they were expecting the younger generation to have the same view of the world that they had and do what they did. it sounded like they wanted clones of themselves!<\/p>\n

emerging leaders were also in the room. they had a different perspective. they said they wanted to take more responsibility in the firm, but it wasn\u2019t clear exactly what was expected. \u201cof course, we want to advance our careers and move up, but we\u2019re not interested in spending the rest of our lives working 50- to 60-hour weeks. we want a life outside of work.\u201d there was more.<\/p>\n

the apparent gap is readily dissolved with honest, open communication, starting with the premise that neither group is \u201cright\u201d but rather that each has its own set of views. communication is effective only to the degree that we recognize our view as simply our view, and honor and respect other views as equally valid. easier said than done. we\u2019re invested in our views and we love being right. we have evidence to support our views. but then again, so does everyone else. one of the reasons everyone has his or her own interpretation of \u201cright\u201d is that our views serve as filters, allowing in only that which validates and reinforces them, and excluding evidence to the contrary.<\/p>\n

current leaders may feel they\u2019ve earned the right to define \u201cright.\u201d perhaps, but isn\u2019t the real question whether we are getting the results we want? leaders who choose to let go of their ego-driven need for power and control discover a new, higher realm of possibilities to inspire and support others to step up. in essence, such leaders create the space within which emerging leaders can thrive. in the end, it\u2019s not about who\u2019s right, it\u2019s about what views will produce the desired result.<\/p>\n

it\u2019s up to current leaders to set the tone by making it safe for people to share openly. leaders need to be authentic and vulnerable. people resonate with that and begin to feel permission to participate in a dialogue the same way. it\u2019s helpful to ask ourselves if we\u2019re trying to maintain a fa\u00e7ade or an image when it comes to communicating with our team, or are we open, willing to share what we really feel, including some of our fears and concerns. this behavior tells others it\u2019s safe for them to do the same.<\/p>\n

for the emerging leader, the best advice is to listen and learn from the leaders who precede you and then to share what\u2019s in your heart and what matters to you. be bold and courageous. talk about how you want to contribute to the firm, and the future you\u2019d like to have. share your ideas on ways the firm might do things better (with permission of course!). let current leaders know the type of support that could help you thrive. if there\u2019s a current leader you have great respect for, perhaps ask him or her to mentor you and give you some guidance. most firm leaders would love that. in short, ask for what you want, and stay committed to what\u2019s important to you.<\/p>\n

communication needs to be viewed as an ongoing process rather than a one-time event. get to know each other as people, including each person\u2019s goals and aspirations, whether that means looking toward retirement or building a career. support each other in achieving what each person wants, and you\u2019ll see common goals met with greater ease and enthusiasm.<\/p>\n

for a gap between current and emerging leaders to survive, it must remain unexamined and undiscussed. when we welcome different views into the light, we see our reality as simply our own collection of views, and we\u2019re free to choose others. we can let go of the ones that don\u2019t serve us, even the ones that feel comfortable and familiar, and choose views that better serve our purpose. this more enlightened approach opens us to a greater set of possibilities for success, happiness, fulfillment \u2013 pretty much everything we all want. as we shift our views, our world changes. don\u2019t believe me. try it and see for yourself.
\n<\/strong><\/p>\n

discussion questions<\/strong><\/p>\n

    \n
  1. what assumptions are you carrying about how emerging leaders, or current leaders, \u201cshould\u201d behave that are leading to a sense of disappointment or conflict?<\/li>\n
  2. pick a few goals that all participants can agree on and then, working backward from those goals, examine the different ways current and emerging leaders express their commitment to the goals.<\/li>\n
  3. what can your firm do to institutionalize increased transparency and sharing of visions, goals and challenges between generations on a personal level?<\/li>\n<\/ol>\n","protected":false},"excerpt":{"rendered":"

    the false assumption that stands in the way.<\/strong><\/p>\n

    by rick solomon
    \n    bridging the gap<\/a><\/em><\/p>\n","protected":false},"author":2356,"featured_media":8953,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_relevanssi_hide_post":"","_relevanssi_hide_content":"","_relevanssi_pin_for_all":"","_relevanssi_pin_keywords":"","_relevanssi_unpin_keywords":"","_relevanssi_related_keywords":"","_relevanssi_related_include_ids":"","_relevanssi_related_exclude_ids":"","_relevanssi_related_no_append":"","_relevanssi_related_not_related":"","_relevanssi_related_posts":"","_relevanssi_noindex_reason":"","footnotes":""},"categories":[3120,3002],"tags":[],"class_list":["post-102575","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-pro-member-exclusive","category-special"],"acf":[],"yoast_head":"\nhow to close the generation gap - 卡塔尔世界杯常规比赛时间<\/title>\n<meta name=\"description\" content=\"actionable intelligence for tax, accounting, and 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