Excerpt from “Empowering the Multi-Generational Workforce” 
Results can be impacted due to one’s ability to participate in effective brainstorming sessions. This can have generational diversity components to it as well as many other internal and external sources. It would be helpful for any team to learn to use a process that will gain the greatest results.
I prefer a 6-step process.
The first step before the process is to assign roles – these are not done by status, title, etc. These roles can rotate if you wish, but keep in mind that each one possesses certain skillsets. These can be opportunities for growth for staff members as well.
Moderator – someone who is in control of the flow of the meeting, but not the results. This does not have to be (and in many cases should not be) the boss, manager, supervisor, director, etc. This is someone who has good facilitation skills. If you want to develop a staff member, use this as an opportunity for professional development.
Timekeeper – someone who keeps time in the overall sessions as well as with members during their times of sharing. This is not the lowest person on the organizational chart. This role is for someone who appreciates time management and is not afraid to keep time boundaries and focus on the agenda.
Scribe – someone who keeps all the information in one accessible place. This can be done electronically and/or on paper. There is one master copy of the work and that rests with the scribe. The scribe can also be the person who is gathering the data during the meetings as well or that can be a sub-role to support the scribe. This role should ideally rotate among the team members.
Once you have assigned the roles, use this process described below as you proceed through each section of this book.
Clearly define the topic. What you see as the issue, may not be what others see. If there is additional clarity needed, spend the time now to do that before you proceed through this process. It is important that every participant that is involved in this process communicate this to the team. Wrap a time limit around this process and stick to it! There should be a timekeeper, not the low man on the totem pole, but someone who is willing to speak up when the time boundary is reached. A reasonable time limit might be 30 minutes when you are working on your final statements for each section. If that is impossible, stop at the boundary anyways, review progress, list the obstacles, and determine how much additional time is needed to come to a final decision. This is never meant as a pressure tactic to manipulate others to cave to one’s idea, this is meant to recalibrate the team to move forward.
Identify the objectives and boundaries for the solution. What is the end game that you are trying to accomplish? This may mean many things to many people. Assumption will only create obstacles in this process. Encourage members to share as many ideas as possible. It would be quite helpful if members are given homework in advance. This will help those that process at a slower rate to work at their pace and be prepared for the session. Not everyone thinks on their feet! Within the meeting, it is not uncommon to have one or two dominating the time and session. Generational influences, personality dimensions, and status in the organization can come into play here. You will not have healthy brainstorming taking place if those individuals are running roughshod in the session. It is helpful when there are those that cannot help themselves in their domination of a meeting or the opposite holds true, those that cannot speak up to share ideas, to apply a 3-minute rule. Everyone, and I mean everyone, has 3 minutes to speak. A timer is helpful in this instance. It is painful in the beginning; over time the team will balance out if you are willing to stick to your guns. No criticism of ideas. Sometimes the most outlandish idea has that one golden fragment in it that complete the solution. Criticism and comments shuts down healthy brainstorming quickly. The organization’s future is on the line and it is mission critical that all members keep this as their central focus.
Gather all the ideas that have been presented. Now work as a group to assemble the solution. If your group is large, perhaps break into smaller groups. Breakdown the cliques, mix it up. Make sure you have diverse generations working together. Sometimes it is a good idea to have an observer watching the action. This is a role I often play with my clients. I can identify staff issues by taking people through this process.
Assign roles, goals, and responsibilities. You have assembled the solution. How will this work be done? This is where generational diversity can come alive. Use the strengths of each of the participants to accomplish some part of the solution. Apply goals, deadlines, and accountability to these assignments. Also, identify those that can mentor staff during this process.
Debrief. Once the problem/issue is solved, don’t let it rest there. Get together to share “The Good, The Bad and The Ugly.” What went well, what needs to improve, and what should we never repeat. This can only empower staff members to utilize and master this process in the future. Warning, this is not focused on behaviors, this is focused on the results. No one gets thrown under the bus in a debrief!
And a final point, a comment was made to me by a Baby Boomer that some of the contents of this book seem “obvious.” Everyone should know this stuff. Well maybe that was a focus of your generation and perhaps not a teaching priority in another. Keep an open mind as you read through these sections. Be careful of judging generations based upon skills that come second nature to you. I can guarantee there are skills in the workplace that do not come as second nature to you. We all have value, it will be next to impossible to find anyone who is an expert at every single section that I draw attention to in this book.
My greatest leave behind I can give to take you through this process as well as anywhere in your organization (or in life), in the face of any conflict, Q-TIP!
Quit Taking It Personally!
Go to your local market or dollar store and get yourself your very own box of Q-Tips. Keep one in your pocket, in your workstation, in the car, wherever you face your greatest challenges or temptations with conflict. Whether you are the leader/manager or the staff member in the heat of the conflict, grab your Q-Tip in your pocket and hold on tight. Keep saying, Quit Taking It Personally! It will help you:
- Stay calm and remember: it’s not personal
- Be aware of the attitude you are projecting
- Show willingness to resolve the problem or conflict
- Find some truth in what the others are saying
- Find out what they really want
Once you have yourself centered in a place of objectivity that lacks emotionality, then:
- Put yourself in the other person’s shoes
- Paraphrase what they are saying
- Acknowledge how they are feeling
- Ask gentle, probing questions
- Use “I” statements in your responses
- Be proactive and positive in your approach
- Compliment the individual (sincerely) – find something genuinely positive to say, even in the heat of battle (look for their core values)
- Never argue
- Use your ears more than your mouth
- Show that you care
- De-stress yourself as needed
- Be patient
- Keep in mind that angry people are not rational and are in a temporary state of mind
- Avoid escalating the situation by becoming angry yourself
- Let them relieve some tension by talking
- Learn from your mistakes
- Remember, it’s not a game of right or wrong; it’s a game of finding conflict resolution
- If you are the cause of the conflict, be the first one to:
- Seek to make things right
- Let the matter rest
- Learn from your mistakes
- Seek to appreciate their core values as a gift and pathway for your learning
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