By Danielle Rocheleau, CEO
It’s not every day you’re invited to sit down with a roomful of inspiring women entrepreneurs to talk about something as nuanced as ageism. When I recently had that opportunity, I felt a mix of gratitude and responsibility. These women asked me to speak on a topic that not only impacts our own personal journeys but also reverberates through our organizations and communities.
As we shared stories, it became clear that ageism affects women in layered and intersectional ways—intertwined with the biases of gender, race, and other aspects of identity. And it was a sobering reminder: while ageism might be subtle, its impacts are deep and persistent.
As leaders in social purpose work, we know that our missions thrive on inclusivity and shared values. And yet, ageism remains a quiet but powerful divider within our organizations:
- Younger team members can feel their fresh ideas and approaches are stifled by “the way things have always been done.”
- Older colleagues can feel that their experience and contributions are overlooked as soon as they cross an invisible threshold of “too much” experience.
This unspoken divide can strain teams, fostering frustration and limiting our ability to fulfill the very missions we’re all passionate about.
Note: If this resonates with you, I invite you to take this conversation further. Join us for our upcoming community learning event on Managing Intergenerational Teams on December 5, 2024, where we’ll dive deeper into building bridges across generations, challenging biases, and unlocking the full potential of age-diverse teams. Let’s turn awareness into action, creating workplaces that honor and harness the strength of every generation.
Recognizing the Complexity of Ageism and Gender Bias
One takeaway from our conversation is that ageism does not stand alone. It often intersects with other biases, creating complex challenges for women, especially in fields like ours where teams are often predominantly female.
For example, a young woman entering the sector might be seen as too “green,” regardless of her qualifications, while her older colleagues may face constant pressure to “prove” they’re still relevant. It’s a double bind that forces many women to downplay their unique strengths just to fit into narrow expectations of professionalism.
In our work, I’ve seen firsthand how these dynamics can stifle potential. Women at every age bring rich, diverse perspectives informed by their lived experiences, but when we feel we must suppress these, we lose a part of what makes our teams strong. For women who bring relational, empathetic, and community-focused leadership styles, age biases can be particularly disheartening. It’s easy to see why some may choose to conform to the conventional, quantifiable achievements that traditional structures value, often at the expense of authenticity and creativity.
Why Age-Diverse Teams Matter
Despite these challenges, there’s enormous potential in age-diverse teams, especially within mission-driven organizations. When we cultivate an environment where team members of all ages feel valued, we’re not just creating a more equitable workplace; we’re building a foundation for innovation.
Each generation brings different perspectives, skills, and insights to the table, creating a more well-rounded, resilient organization that can respond dynamically to the challenges we aim to solve.
Intergenerational teams, when united in shared purpose, can spark new ideas and solutions, providing a richness that simply isn’t achievable when everyone comes from the same generational perspective. Imagine the creative energy of pairing an early-career professional with a senior colleague in a mentorship relationship where both parties contribute—where the established and the emerging collaborate rather than clash. By bridging these divides, we’re making strides toward creating workplaces that reflect the diversity and inclusivity we champion in our missions.
The Cost of Ignoring Ageism – and Practical Steps to Bridge the Divide
The cost of ignoring ageism and intersectional biases is real. The pressure to conform to narrow standards limits the potential of our teams and reinforces outdated notions of leadership. But we have the power to redefine what credible, inclusive leadership looks like.
The question then becomes: how do we get there? How can we dismantle the age-related biases that persist in our workplaces? Here are a few strategies to consider:
1. Challenge and Educate Around Bias
Age biases often go unchallenged because they’re seen as “just the way it is.” However, we can start by actively recognizing and addressing these assumptions. A first step is fostering respect for everyone’s contributions—no matter their age. Every person on a team has valuable insights, and when we truly listen to each other, we open ourselves to deeper learning and growth.
2. Expanding the Definition of “Qualifications”
It’s essential to recognize the full spectrum of skills people bring to the table—this includes lived experiences, relational skills, and other less tangible contributions such as social awareness or the wisdom that comes with years of experience. By broadening our view of qualifications to include these categories, we ensure that everyone’s unique strengths are acknowledged and valued, helping us create more inclusive and dynamic teams.
3. Facilitate Conversations that Connect Generations
To break down these barriers, we must create safe spaces for open, respectful dialogue. Let’s invite team members to share their experiences, preferences, and even frustrations. Leadership has a unique role here: by modeling vulnerability and active listening, we can encourage a culture where diverse perspectives are not only accepted but celebrated.
4. Try “Reverse Mentorship”
Reverse mentorship – where younger colleagues mentor older colleagues – is a powerful way to bridge generational gaps and foster mutual learning. Younger colleagues can offer fresh perspectives on technology, trends, and cultural shifts, while older colleagues can share their wisdom and experience. By encouraging reverse mentorship, organizations can create a dynamic exchange of knowledge that empowers both generations, enhances collaboration, and promotes a more inclusive workplace culture.
5. Reimagine and Modernize Leadership
In many cases, traditional hierarchical leadership can inadvertently reinforce age biases. Instead, more collaborative, community-centered, and emotionally intelligent leadership styles allow seasoned and emerging leaders to share the stage. By elevating these diverse forms of leadership and celebrating them as valuable strengths, we create spaces where mutual learning and respect can thrive. Exploring shared leadership models or intergenerational mentorships can be a powerful way to foster this dynamic and inclusive environment.
It was a privilege to explore these issues with a room full of talented women leaders. As we move forward, it’s crucial to remember that age inclusivity isn’t just a nice-to-have; it’s a strategic advantage. When we acknowledge the unique contributions of each generation, we create a workplace that’s as inclusive and dynamic as the missions we support.
As I mentioned above, if this resonates with you, I invite you to join us for our upcoming community learning event on Managing Intergenerational Teams on December 5, 2024.
Together, let’s make our workspaces as inclusive and impactful as the world we envision.