This HBR article argues that age diversity is one of the most under‑leveraged assets in modern organisations. While generational tension often leads to misunderstanding and reduced trust, the authors show that well‑managed age‑diverse teams outperform others by combining broad skills, perspectives, and networks.
They introduce a practical four‑part framework, adapted from cross‑cultural and DEI practices, to help leaders reduce age bias, improve collaboration, and unlock the strengths of a five‑generation workforce.
Key Insights
- Generational conflict is common but manageable with intentional leadership.
- Age‑diverse teams bring wider skills, networks, and problem‑solving approaches.
- Organisations already have tools (from DEI and cross‑cultural work) that can be applied to age inclusion.
- The authors’ four‑part framework includes:
- Identify assumptions about age and capability
- Adjust your lens to challenge stereotypes
- Take advantage of differences to strengthen team performance
- Embrace mutual learning across generations
