The Surprising Benefits of Generational Inclusion

Kerry: So when we’ve got any kind of ism, there’s a whole load of negative connotations. And what we know is when we try to talk to people about those words, because we don’t think we are bad people, therefore we don’t do those things. I’m not ageist, for example. And that makes for a really hard conversation ’cause people have automatically switched off.
So by reframing this to think about. Generational inclusion is a much more positive route into a conversation about how we give everyone at every age and stage equal opportunities within the workplace versus that sort of more negative. We need to, we need to address ageism in the workplace.

Phil: Hello and welcome to the Inclusion at Work podcast.
I’m Phil Cross, and joining me today is Kerry Boys, and we wanted to discuss a topic that we think isn’t getting as much attention as it deserves in the broader conversation around diversity, equity, and inclusion in organizations. And that is generational inclusion. Now we’ve been doing a lot of work in this area recently, and not only is it fascinating, but we also think it’s uniquely impactful and we wanted to share today what we’re seeing, what the results of the work we’re doing, uh, uh, is telling us about how to effectively think about this topic.
So let’s kick off with, um, a bit of an exploration around the why, Kerry, why should organizations care about generational inclusion right now?

Kerry: Yeah, and of course there’s lots of reasons otherwise we wouldn’t be doing this podcast. But I think there’s three key reasons in my mind, and Phil, I’m sure you’ll have things to add.
But the first one is that it really has the potential to give people these daily opportunities to build inclusion. So one of the. Barriers to inclusion that we see when we think about specific diversity groups. So whether that’s people with disability, for example, is people might experience this learning, but then what happens is they don’t necessarily have a way to put that into practice immediately because there might be a scenario where they don’t have people in their day-to-day life.
They don’t have people in their teams that experience the disability. Here though, anything that we do with an organization, we can put into practice immediately. ’cause our organizations, the vast majority of them have between four and five different generations within them. So anything that we learn, any systems that we look at changing, there’s just that immediacy in terms of the work.
So allowing whatever people have learned or whatever systems that we’re looking to change to have immediate effect really helps create, I guess, sort of a virtuous circle in terms of. Being more inclusive, and building that frequency of being able to, to make that change. And what we see time and time and again is any behaviors that we can help to make more inclusive doesn’t just benefit whoever we’re talking about.
So in this scenario is everyone, ’cause we’re talking generations, but it also then helps benefit lots of those other groups. For example, with people with a disability because you’re learning behaviors that work to really support. Everybody.

Phil: Mm. And for those of you who are listening, who are l and d practitioners, you know, we’re preaching to the converted here, but creating those moments to, to build habits, to embed, um, embed practice of new skills is just essential.
’cause otherwise, the, you know, the, all of the good stuff, the potential good stuff we learn in, in workshops and l and d, um, interventions just goes by the wayside. So this really helps to cement that effectiveness.

Kerry: Yeah, and I think my next sort of thought around why it’s so important and why it’s working so well really builds on that last one.
And it’s that it’s really relatable for people. So when we’re talking to people within organizations about generational inclusion. And we start to reference those different generations. They don’t just see other people’s generation. They see their own generation. So it’s about them as well as about others.
And the reality is it is easier for us to connect to our own challenges and our own experiences ’cause we’ve had them firsthand and enabling people to do that. And then I guess sort of broadcast out that and think about how that might impact others and how others’ experiences will be different. It’s a really useful way to help people start to build those muscles of things like empathy and perspective taking is to connect it to an individual first.
So I think that’s part of why we have seen such strong results and so much leaning in within those sessions.

Phil: There’s just not the hesitation we see to engage in the conversation that we see with other dimensions of adversity. Sometimes in the room when we run workshops and we open up a discussion around generational stereotypes, for instance, people are far more willing to lean in and explore those, um, in a way that we just don’t see with other aspects of diversity.
And again, it just makes it just, it just lends credence into the fact that it is directly relatable to literally everyone.

Kerry: Yeah, and we’re almost more, we have more knowledge ’cause we are part of it. Whereas a lot of the time people sit back and they’re scared to engage around many diversity dimensions because they don’t have understandably for them and direct experience of it, and therefore they don’t have much to add to the conversation.
And that can result in them just being too nervous to speak up. Whereas here, everyone can very quickly have a voice and it’s a very different dynamic in a room.

Phil: And I think just to build on, and I wanted to double down on the point you made before Kerry, in case it isn’t abundantly clear to, uh, to the people listening at home, this helps create the conditions for greater inclusion for everyone.
Um, when we’re talking about those different dimensions of diversity, those different groups, those different individuals building the muscle through something like generational inclusion creates the conditions where. Everybody experiences greater inclusion because we’re getting the practice of those, again, the secret source.
A lot of the foundational behaviors are the same across groups. Um, this allows that direct practice, though.

Kerry: Yeah, absolutely. And I guess those first two points that we’ve just made about why this is important from an inclusion perspective and then the final point that we wanna build on really takes it through to organizational benefits.
So we know that when we get this right, it’s directly impacting culture. It’s directly impacting retention, and it’s di directly impacting organizational performance, however it is that you might measure that. That’s because we are bringing all of that different diversity that we have within the organization.
In this scenario, we’re talking about generational diversity, and when we’re including people and people feel psychologically safe to share what they think, we get better decisions, we get more innovation, and we know all of those factors flow all the way through to our, to our business results. So more adaptable, more resilient, stronger organizations.

Phil: Absolutely.

Kerry: So I guess the sort of final point there is just that it’s not just about building inclusive organizations, even though of course we want that and we are passionate about that, but it does link all the way through to higher performance organizations as well.

Phil: Absolutely.

Kerry: Okay. So we’ve talked about the why, and of course we’re always gonna start with why, but what do we actually mean when we talk about generational inclusion?

Phil: So put simply in a organizational context, it is considering the reality that there are, as Kerry said before, up to five different generations, uh, uh, represented. And it’s considering that reality across the whole system. So it’s how we behave, how we, um, uh, how we think, how we. Influence our culture, uh, and how we think about creating systems and processes in the organization.
And, uh, across all of those things, the potential impact of generational differences. And by generational differences we mean the different preferences, the different expectations, the different behaviors of different generations, as well as considering the stereotypes that individuals might hold about different generations as well.
So. I think there’s a tendency for people who are less familiar with this topic to think that it’s just about older workers or younger, younger workers when we’re considering different, uh, different, uh, generations. Of course it includes both, um, workers who are just entering the workforce as well as those who are, who are nearing retirement.
But it really is, um, considering the whole spectrum, uh, as well. So put very simply, it is that whole system consideration for the reality that there are up to five different generations with those differences and those stereotypes in your organizations.

Kerry: I guess the sort of conversations that we’ve had and the conversations that we have with organizations around this, often organizations might come to us and they’re sort of looking at ageism, for example, as a root.
Mm-hmm. And I guess we have quite a strong perspective on that, which is that that starting from a very negative. Place. So when we’ve got any kind of ism, there’s a whole load of negative connotations. And what we know is when we try to talk to people about those words, because we don’t think we are bad people, therefore we don’t do those things.
I’m not ageist, for example. And that makes for a really hard conversation ’cause people have automatically switched off. So by reframing this to think about. Generational inclusion. It’s a much more positive route into a conversation about how we give everyone at every age and stage equal opportunities within the workplace versus that sort of more negative.
We need to, we need to address ageism in the workplace.

Phil: Just on the very brief point on the naming as well, you may hear this referred to as, uh, multi-generational inclusion or intergenerational inclusion in organizations. Um, in our never ending quest to simplify language used in, uh, used in the world of DEI, uh, we questioned why those, um, uh, why those modifiers at the start were necessary.
So we just went with generational inclusion in the way we talk about it. But essentially it’s. Pointing in the same direction there.

Kerry: Yeah. And we will use whatever terminology works best for the organization. So we absolutely work with some organizations where we talk about intergenerational and some, where we talk about multi-generational inclusion.
Interestingly, one of our global organizations that we work with shared recently that they’ve chosen multi-generational inclusion because the inter part of intergenerational inclusion actually didn’t translate to some of the. Markets that they had in Asia, the language barrier there actually made that very confusing term.
So multi-generational sounds like it’s more applicable for more, for more languages.

Phil: Mm-hmm. Yeah. Great point. So a big question then, we’ve, we’ve articulated why it’s so important, some of the really clear benefits to a focus on this for organizations. But if it’s so relevant, why aren’t more organizations prioritizing this?
Why aren’t they focusing on it?

Kerry: Yeah, it’s interesting, isn’t it, because the vast majority of organizations we talk to will have some focuses, whether they describe them as strategic pillars, whether they talk about them as part of their ERG program, and there’s almost always something about gender really that means for most organizations, a focus on women.
There’s always, always something about people with disability. There’s almost always something about LGBTQI plus, um, often something about neurodiversity. So there’s this sort of quite. Um, common forms of diversity that are often discussed and often sort of high priority for many organizations. However, generational is very rarely there, and I think there’s a few reasons for that.
I think the first one is that because it’s universal, it kind of becomes invisible. So ’cause it’s all of us, it means it’s harder to see and therefore it’s less top of mind. So I think it’s just the most simple reason is it’s just not. Not being considered. And until you dig, you don’t necessarily see the challenges that not having a really strong level of generational inclusion is creating.
And one of those key ones, and the next reason I think that it’s not being focused on enough is that stereotypes are kind of still surprisingly socially acceptable in this area. So whereas if people were to be stereotypical or make jokes about areas such as disability or race. That would be very frowned upon and immediately obviously frowned upon.
Age-based assumptions are still huge in organizations and not really seen as a problem. So the most common ones that we hear organizations share is people saying, oh, well, millennials are entitled to. Or gender said just doesn’t wanna work. Or older or, um, older workers can’t keep up with change. So those things are sort of shared and just seen as acceptable to say.
But also I think the stage beyond that, which is just seen as true or sometimes even seen as fact, which is when we know it gets really dangerous. So that millennials being entitled as an example actually, if we think about that and how that’s. Detrimental. If we’re making that assumption, then we react to those people in a very certain type of way, whereas a millennial themselves might actually say, I’m just being really honest about my expectations.
And if we can look at it in that way, that’s a much more powerful and interesting way to have a route into a conversation that makes someone feel much more human and we’re more likely to engage with them.

Phil: I, I think it’s such a, I think it’s such a powerful and important point you raised there, Kerry, in terms of they’re so invisible, they’re so in the background that they just become true in people’s minds.
And again, that that’s the, the root of an unconscious bias. Hey. Um, and so unconsciously, where, you know, a great example is in the recruitment process, you are hiring for a particular role, and if you’ve not questioned or foregrounded some of these generational stereotypes. Are you looking at, say, um, an older worker, um, for a particular role and thinking, oof, you know, this role requires a being up to date with a lot of new technology.
Maybe this individual’s not, not right for the role without actually looking at the individual, their background, their experience, and the fact that they, you know, obviously might be highly technologically proficient. So. These have the potential to do real damage. And that’s just one example. We’re we’re talking about also relationships in the workplace, sharing knowledge.
Um, you know, transfer of knowledge is a huge one, so I’ll leave it there. But, um, yeah, massive, uh, you know, massively impactful area of this.

Kerry: Mm. And I think just the, to go back to the point you mentioned in terms of organizations that might not see the value in. Older workers. We see that so much in tech organizations, right?
So many tech organizations are super young and they’re like, nah, people of older generations, they can’t keep up with change. They’re not gonna be able to do the technology. We just know that’s fundamentally untrue. And again, we’ve worked with organizations to re-look at their recruitment process to remove some of those actual age barriers, which of course we know, um, are illegal to have in place anyway, both, um, literally and psychologically and.
What they found is actually the huge value and the huge number of people at that older age that are much more technologically savvy probably than me for sure. Um, and much yet more able to do the job for a number of other really positive traits that were being overlooked. ’cause they were immediately excluded based on, based on an age-based stereotype.

Phil: There were stats to back this up as well. There was a study done a handful of years ago by the Australian Human Rights Commission, which looked at, um, attitudes towards age and age stereotypes in Australia, and they surveyed a bunch of organizations and, um, one in 10 organizations. On this anonymous survey, admitted to the fact that there was an age over which they just wouldn’t hire people, and that age was 50.
Um, and this of course is just, you know, plainly illegal. It is illegal to discriminate in the hiring process, um, against people for, you know, for, for, for, for their age. But if one in 10 organizations were willing to admit they were essentially breaking the law on a survey, how many more are doing that?
How many more individual hiring managers are doing that? Um, we can begin to see the kind of knock on effects there for sure.

Kerry: And then I think the other reason that this probably isn’t considered, it’s just the sort of common factor of leadership blind spots, by which I mean if we’ve got a largely homogenous team, leadership teams tend by their nature to be older and quite often similar ages.
It means we’re just not considering it. Because when we look around us, everyone is agreeing with us because we’re of that same age that millennials are entitled. For example, it’s like we say it, we all nod because we all have the same feeling because our experiences and the way that we’ve grown up and seen the world say one thing, and we don’t fully understand why someone that’s grown up as part of a millennial cohort might see things differently.
So until we start to break that dynamic of being homogenous, then it can be really hard to understand other perspectives.

Phil: I think a really good and sort of clear and present example of that is in the discussion around return to the workplace post COVID as well. You get, um, again, potentially homogenous leadership teams, potentially older at a different life stage.
Perhaps their caring responsibilities look different because they’re, you know, if they’ve got kids, the kids have, the kids have aged up, um, they’ve not got pickups and drop offs and, and things like that to consider. So it’s not. Necessarily just front of mind in their experience at the time, those considerations, when they’re making decisions about return to the workplace or not.
Uh, and as well, the same goes for maybe some of the greater flexibility that’s being sought out by, um, younger generations who are entering the workforce for different reasons as well. So, and this isn’t us saying either perspective is good or bad, and I think this is really important in this whole discussion.
It is just about recognizing different preferences, different expectations, and having that. As part of the discussion and consideration there as well, but just I think a, a, a really clear and present example where that could be a blind spot in, in decision making.

Kerry: And I think that leads us perfectly onto what I know we’re gonna talk about next, which is what kind of frictions do we see showing up?
Let’s make some of this really real. So we’ve said, actually it can be hard to see, but what’s some other stuff that happens in organizations that maybe people aren’t realizing is based on generational difference.

Phil: Yeah, absolutely. And some of these we, we, we’ve already covered, so we’ll, we’ll touch back to them and some of these we’ll kind of, we’ll make new and I think so stereotypes is, is one that Kerry’s already already mentioned.
So, you know, beliefs or attitudes like. Gen Z being entitled, or boomers not being good with technology, for example. Um, and the impact on decision making with regards to individuals around that. I think we’ve already touched on, um, some of the others speak to genuine differences in things like preferences.
And, and this goes back to just touching on one of the reasons why we talk about generational differences, uh, and, and kind of what those are grounded in. A lot of them are grounded in just the differences in experience individuals of different generations is, uh, generations had when they were in their formative years, when they were entering the workforce.
So we think about preferences for communication styles, um, and these are. Kind of come out in different studies as, as, as relatively true, not universal. Of course, there’s still an element of stereotype to them. But on the, on the whole, um, older generations, boomers, et cetera, tend to prefer more face-to-face interaction, more in-person conversation, whereas, um, uh, gen Y and people just entering the workforce.
Might have a stronger preference for instant messaging for, uh, you know, use of Slack and Microsoft teams to, to communicate. So there is a genuine, um, difference, uh, sometimes in communication style and. Again, falling into this trap of thinking our way is the, is the correct way. ’cause we all sort of, we all tend to do that.
Um, and failing to have a commu a conversation around those differences and coming to those common, um, consensuses, same thing with different expectations around things like feedback, leadership, transparency in organizations. Again, consider the fact that we’ve entered the workforce where different management, leadership and organizational, um, uh, you know, organizational structure have been best practice or been the common wisdom around how we should lead, um, organizations.
For instance, you know, we, we look back not too far and it was a lot more top down leadership, a lot more, uh, hierarchical. Um, there were a lot more layers whereas. Most modern organizations favor flatter structures with more transparent communication, for example, so you can see how people get acclimatized to different things, expect different things, um, from, from leaders, from organizational structures.
And again, mis uh, misrepresentations or misinterpretations. Again, these are largely born of, um, uh, born of stereotypes, but looking at our generation in comparison to others. Um, and again, this comes back to the sort of unconscious belief. We, we, it’s one of my favorite things where in the workshops we do with leaders on this topic, we ask people to consider generational stereotypes.
And then I always sort of follow it up with. As we, as you were discussing, those who got a really strong sense that their generation was the best one with all the right answers. And everyone in the room kind of laughs and nods and, you know, things like, oh, you know, they’ve never been through a recession, you know, uh, they’re soft.
We, you know, we, we’ve, we’ve been through these economic downturns, people coming into the organization for the first time. Now they’ve never had it tough. Um, and of course these things are not, not necessarily true. Hey, so a lack of. Taking the time to perspective, take that and think about the different experiences people have had.
Um, I think a really good example of that, again, comes from COVID recently. So thinking about the fact that, okay, COVID was undoubtedly tough for nearly everybody, but. If you were, if you’d been in an organization for 10 years already, you had established relationships, you had a great network in the organization.
Okay. All of your meetings were on, you know, were on video conferencing and, and we didn’t leave the house for a little while, but. That’s very different from somebody who maybe just joined the organization. Hey, what was the experience of somebody fresh out of university, for example, who just joined the business at a time when building those relationships is really hard?
So taking the time to perspective. Take there Kerry? Any builds there? I’ve been talking for a while.

Kerry: No, I think it’s just really interesting because. What we find when we’re working with organizations on this is often they haven’t really thought about the fact that these things might be due to generational differences.
But then once you mention it, they can see it almost instantly. So we might hear, uh, like leaders and teams having some friction around how best to communicate, and we just don’t like all these different communication styles. And then when you talk about. Generational difference. Obviously it’s only one reason.
There might be differences, but you talk about generational differences and suddenly people get it. They’re like, ah, okay. Yeah, we are, we’ve just grown up with different technology, different expectations for speed of communication and style of communication. And I guess what we’re gonna move on to in a sec, but what’s really important is.
As Phil said, none of those are right and wrong. And when you start to just have really honest conversations around them, oh, I’ve grown up in a world where it’s always face-to-face and picking up the phone call, picking up the phone and having a conversation is my default. Mm-hmm. Whereas for someone else, actually having receiving a phone call might be really stressful because they think it means it’s something really serious and they’re in trouble because they’ve only grown up in a world of instant messaging.
So as soon as you start to have those conversations, people understand why it becomes clear. And then the most important part is, okay, well what are we gonna agree on as a team, as a collective, whatever that might be, and how do we think about working in a way that’s better for everyone moving forwards?

Phil: And I think the big thing there, and we’ll, we’ll get onto the w what can we start to do in a second? But it, it’s also the realization that there are generational, there are these differences and, and stereotypes emerge from places of some degree of truth. Right? But we, we, we know this, stereotypes don’t just emerge from absolutely nothing, but we also know that their stereotypes by their very nature are not universally true.
So the primacy of. Facilitating. Again, it goes back to creating psychologically safe environments where we can have those conversations, where we can talk about it. And of course there are people who are just entering the workforce who are more than comfortable picking up the phone, and that’s their preferred style of conversation.
And of course there are people from older generations that have gravitated towards instant messaging. We’re not saying that’s not true, but we’ll never know unless we have that, um, unless we have that conversation. So building on that, what can organizations do if this conversation has sparked in you, a desire to start exploring and thinking about how you can embed generational inclusion in your organizations?
Where would we think about starting? What do you think Kerry?

Kerry: Yeah, and I think there’s a couple of different routes in. So one is the more strategic approach. How do we start to think about this within our biggest strategy? And then the second is how do we make some quick wins and maybe just start the conversation.
So start with the strategic first, ’cause that’s where my brain always goes. And as with anything, first point is understanding the current. So let’s look at our data. What is the current generational makeup of our workforce, and is that what it should be? By which, I mean are we heavily skewed to older, younger, somewhere in the middle?
And is that right based on the composition of the community we operate within? Or is that potentially based on some other biases that might be at play? And on top of that, what does that look like over time? Do we have any risks here? So one of the organizations that we work with knows in the next five years, 50% of their team will be retiring.
That’s a big risk. And the amount of knowledge loss associated with that as well as the ability to attract new talent becomes really important. So are there any business risks around this that we need to start to consider?

Phil: And just on that as well, I think it’s important to, to note. Age related data is really readily accessible within an organization, unlike, unlike a lot of other, uh, diversity demographics where actually we, we have poor, if any, data on, say, percentage of people with a disability or, or from, from certain groups.
You know, you know the age of your employees and this is just a very easy thing to, to calculate. So, um, there’s no reason organizations, any organization really can’t, can’t do this quite, quite readily.

Kerry: And we’ve got a blog post on this actually, which we’ll obviously link, um, in the show notes here. But in there there’s three reflection questions for you to start thinking about.
And the first one there is. Do we have any of this data and have we looked at this data? So I think that’s a really good place to start regardless of what you are, what you’re thinking in terms of your next steps,

Phil: and it can create that burning platform as well, um, for, you know, for the conversation with people who are signing off on budget to do this work within the organization if we know that, you know, a significant portion of people heading towards retirement or we’re skewed in a particular direction and the potential danger of that.
So a really good place to start the conversation from a strategy perspective.

Kerry: Next thing strategy wise, let’s look at something like a SWOT analysis. So where are we strong in relation to generational inclusion? What are our weaknesses? And then what are some risks and opportunities associated with that?
And again, just starting that, that thought process is really, really helpful. Then looking at your broader DEI or your inclusion strategy. How does this connect? So are we looking at other groups? Are we looking more an inclusion for all type approach? And what are the key things we need to do? So empathy and communication skills are vital for connecting with any person, any individual, and therefore any of our different diversity groups.
And then it’s starting to think about a plan. So do we need to get our leaders? To have conversations about it, what their expectations are, and preferences and how that might relate to how people interact. And then a really important one, which actually we haven’t mentioned till now, but is customer base.
So making sure that when we’re thinking about generational inclusion, we’re also considering our customers. So whether that’s B2B or CB two Z, um. To what extent are we making sure that we’re not stereotyping them and that we’re thinking about how our customer makeup is gonna change over time? Again, that can create a really important burning platform for many organizations when we see that our customers might change.
Or that maybe there’s an opportunity here by being more inclusive to broaden our customer base or to have more success with some of our customers. And we’ve actually seen that, especially in some of our B2B audiences, where you often have a very different, uh, generation interacting. So quite often, for example, a tech company, we’ve been working with a much younger generation of account manager.
Interacting with a much older generation of decision maker and how do those interactions work? And actually, if we understand this, apply this type of thinking to those interactions, we can do much better at building trust, having stronger relationships. And then that very clearly has a flow on effect through to sales.
So I guess the, that’s sort of starting to take a more strategic approach, which is understand current state. Then of course thinking about the desired state, future state, and building a bit of a plan to get there. And those were just some things to think about. But in terms of quick wins, I guess the most simple way is to facilitate some conversations.
And of course we wanna do this in the right way, and we have some very basic, um, I say basic, simple, not basic introductions to generational inclusion workshops that we run, though as we’ve talked about, we’ve really enjoyed and have been really impactful, but we just need to help people start to think about this, think about how it might be showing up, and think about what they might be able to do differently to include.
More people and have better, stronger relationships.

Phil: And I think that’s really important. Again, if we’re thinking about integrating this into our broader strategy, if we’re considering it, the impact on the organization, as we said, right at the top, there is a tendency to under, to downplay or dismiss this topic and, and see it as not a problem in our organization because we haven’t considered it, we, we don’t really have a full understanding of it.
So a great place to start can be a workshop just to help. Turn the lights on for, for, for people. And we’ve seen this time and time again. Uh, one organization, we run a series of workshops with their leaders. One of the big questions we were getting prior to running the workshop from people is, why are we doing this?
The, you know, the, the, uh, learning and development folk were getting the question and got, is this, is this a problem in our organization? Why are we doing this? I don’t, I don’t really understand. There was a very different attitude after people experienced the workshop. You know, they, um, they, they walked away with, oh, actually I hadn’t even considered it from, from these different, uh, perspectives.
And, and sometimes it does take being in a room and having a conversation about this to really get to grips with it, um, in a meaningful way.

Kerry: And I think that is definitely part of the challenge here, and that’s part of why we are having this conversation. Is that because it’s not one of the most commonly talked about.
Diversity dimensions. So we hear people all the time talk about race, disability, gender, et cetera. Because this isn’t talked about. People don’t see it as a challenge. They don’t see that there are differences there. And if we can’t visualize something, if we’re not aware of it, then of course we can’t take action and we can’t be more deliberately inclusive and we can’t think about actually the fact that those communication preferences might be born out of my experience rather than something that’s factually correct in the one right way of doing things.
So. Yeah, we are enjoying it because we are seeing lots of eyes light up, seeing people having those insights and starting to think differently, which is what we love, being able to help people do.

Phil: We’ve covered a lot of ground there, and I think hopefully for you, this is the start of an exploration or a conversation around generational inclusion in your workplace.
If it’s not something that you’re already, uh, investing some, some time and energy into. Uh, of course, if you’d like to talk to us directly and ask us any questions, if you’ve got any feedback on. This episode, you can shoot us an email at hello@leadersforgood.org. All that remains for us to say is we hope you have a wonderful rest of your day.
Thank you for listening, and we will see you in the next episode.

Kerry: Thank you.


Phil: Thank you so much for listening to this episode of the Inclusion at Work podcast. If you’d like to help others benefit from the conversation you just heard, the most impactful thing you can do is share it with a friend. You can also.
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