The hardest part of generational diversity management is rarely deciding — it is holding the decision when it becomes unpopular. Most failures in the organisational leadership capability trace back to a conversation someone avoided having. The course gives participants a defensible structure for this strand of organisational leadership and the judgement to adapt it. Every module pairs a short input on generational diversity management with structured practice on the participant's own material. It is pitched for practitioners with responsibility for the wider organisational leadership agenda, not for observers of it. They acquire practical criteria for judging when this strand of organisational leadership is working and when it is only appearing to. Field experience suggests that the barrier to better generational diversity management is rarely technical. Moving the organisational leadership discipline from written policy into daily practice is not achieved by a single decision. Participants leave with a plan for the wider organisational leadership agenda sized to what their organisation can realistically absorb.
Expected Learning Outcomes
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Review your own performance on generational diversity management as rigorously as you review others'.
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Align the incentives of different functions so generational diversity management is not quietly sabotaged.
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Develop successors capable of running generational diversity management without you.
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Recognise early indicators that generational diversity management is drifting away from its intended design.
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Design a training and briefing approach that sustains competence in generational diversity management.
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Recognise when generational diversity management needs a different leadership style than the one that got you here.
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Verify that improvements to generational diversity management have held six months after they were introduced.
Who Should Attend
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Managers of geographically distributed teams handling generational diversity management.
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Department heads and senior managers accountable for generational diversity management.
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Coordinators responsible for keeping records and documentation of generational diversity management current.
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Newly promoted managers taking on generational diversity management for the first time.
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Those responsible for briefing external stakeholders on generational diversity management.
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High-potential staff being prepared for wider responsibility for generational diversity management.
Course Modules
Open any module to see its sessions and topics.
01
Generational diversity management: setting direction people can act on
2 sessions · 8 points
Session 1Moving generational diversity management from approval to execution
Prepare the response for the most likely failure in generational diversity management.
Identify single points of dependency in generational diversity management and reduce them.
Identify where judgement in generational diversity management is legitimate and where it is not.
Confirm that contractual obligations around generational diversity management are understood.
Session 2Showing that generational diversity management changed something measurable
Rank the weaknesses in generational diversity management by consequence rather than by ease of fixing.
Assess the workload generational diversity management adds and what you will remove to make room.
Reduce the variation in how generational diversity management is carried out between teams.
Review a past decision on generational diversity management and state honestly what you would change.
