This guide offers a high-level overview of generational experiences that may influence how people approach:

• Work and career
• Technology and change
• Authority and leadership
• Communication and feedback

It highlights patterns shaped by shared historical events, economic conditions, and cultural shifts.

The cheat sheet provides a framework that guides how to use adaptive leadership to effectively manage a multigeneration workforce: Ask-Listen-Adapt.

This tool is meant to function as a guide not a script. It provides tips and tools for navigating each of the three layers of the adaptive leadership framework. Keep the tool as a reference and choose the questions and tips that are right for the moment.

The Managing a Multigenerational Workforce Training focuses on practical techniques to understand and navigate generational differences so you can lead more clearly, reduce friction, and strengthen engagement across your multi-generational team.

Session Objectives:

• Recognize how generational differences influence workplace expectations and communication.
• Explore generational norms and motivators.
• Tailor management approaches to individuals rather than stereotypes.
• Apply adaptive leadership techniques to effectively engage and support employees of all generations.
• Use practical tools and techniques to build engagement and trust across generations.

Our entire business is built on the concept that diversity leads to competitive advantage. This is true of all dimensions of diversity including generational diversity. Each generation brings to the workforce a different set of strengths and ideas.

For organizations seeking to create inclusive work cultures that value the unique knowledge, perspectives and viewpoints of all generations, deep knowledge and understanding of the generations is key. As with any dimension of diversity, a one-size-fits-all mentality is seldom effective.

The cheat sheet provides a framework that guides how to navigate conflict effectively through each of the three layers of a difficult conversation: The visible layer, the emotional layer, the core-values layer.

The Leadership Effectiveness Touchpoints are a curated series of brief, actionable tips designed to help leaders and people managers embed a people-first approach into their daily behaviors and team interactions. Delivered in bite-sized moments, each Touchpoint offers a simple, practical way to practice purpose-driven leadership — one conversation, decision, or action at a time.

Leadership is often portrayed as bold vision statements, strategic decisions, and commanding presence in the boardroom. While those moments matter, they are not what employees experience every day and not what they remember. In reality, the true measure of leadership is often found in much smaller moments—what we call leadership touchpoints.

Leadership isn’t about a title or position — it’s about generosity, says organizational expert Joe Davis. Drawing on his extensive experience as a people manager, he shares three essential tips for leaders to unlock the potential of their teams by listening generously, embracing vulnerability and leading with humanity — and shows how it’s possible to both earn trust and drive results.

The Anatomy of Belonging:  ERGs as the Head, Heart, Hands training helps participants better understand the dynamics and characteristics of a culture of belonging and how ERGs can drive belonging and connection.

Belonging is being accepted for all of who we are – no need to hide or change. But that sense of community can be harder to find for employees who are not part of the dominant social group or do not easily conform to organizational norms. ERGs can be instrumental in providing that community and fostering belonging.

Having a sense of belonging is one of the most important fundamental human needs and is directly tied to our physical and emotional wellbeing. Most people define themselves by their group membership and associations with their family, their spiritual group, local sports team, interests, even their political affiliations. The social connection that is fundamental to our sense of belonging is a protective factor that enables people to overcome challenges, manage stress and cope more effectively with difficult times in our lives. Almost every aspect of our lives is associated with belonging to something – and our workplaces are no different.

The Understanding the Impact and Power of Micromessaging Virtual Classroom is a 90-minute training that explores micromessages, the impact they can have in our workplaces and what we as individuals can do to mitigate the impact of microinequities and contribute to a culture of inclusion.

Microinequities are those small, commonplace things we do or say that make people feel less-than, uncomfortable or hurt.  Because the impact of each act on its own appears minor, microinequities often go unnoticed by everyone except the target – and therefore can be difficult to address. As the name suggests, microinequities may seem small; but compounded over time, they can have a profound impact on the target’s physical, mental, and emotional well-being.  Here are some tips for addressing microinequities.

Are you committed to creating a more inclusive and equitable workplace? This guide provides a roadmap for effectively using eLearning as a tool for building DEI awareness, competency and buy-in.

We all have bias and although having bias doesn’t make us good or bad, we do have a responsibility to manage the effect of bias on our decisions and actions.

Respect is a prerequisite for a healthy, inclusive and professional workplace where all employees feel appreciated, valued and safe. We can help create a culture of respect by thinking inclusively with our heads, supporting respect and inclusion with our hearts, and acting respectfully with our hands.

Belonging is something all humans crave. And often we find ourselves navigating different social situations, feeling comfortable and accepted for who we are in some and needing to hide parts of ourselves in order to “fit in” or achieve acceptance in others. In those situations where we lack a sense of psychological safety, we may change our linguistic and behavioral patterns to adapt and connect with others. This is known as code-switching, and it raises important questions about authenticity and belonging.

Covering, Code-Switching and The Imposter Syndrome Virtual Classroom is a 90-minute training that introduces participants to the concept of covering, why we do it and what can be done to foster workplaces where people can be more authentic.

It’s common practice for employees to reflect organizational norms and values to fit in and move ahead. But when employees whose backgrounds, values and perspectives differ from those of the dominant employee groups, this can be particularly challenging and stressful – and authenticity often comes at a price. If the upside of authenticity is a greater sense of overall wellbeing, then how do we manage the downside? Here are some tips to pursue authenticity at work.

When employees are concerned about being judged or discriminated against for their unique identities, they’ll often hide or mask parts of themselves in order to fit in. This behavior is exhausting and requires constant thought and energy that is dedicated to actively obscuring their thoughts, opinions, and feelings in an effort to feel accepted by their colleagues. Covering, code-switching and the imposter syndrome are all ways in which we hide or downplay who we are, what’s important to us and how we present ourselves.

This short, interactive microlearning and discussion guide takes a deeper dive into the concepts of covering, code-switching and the imposter syndrome and how they impact the way we show up at work.

The CNBC|Momentive survey found the majority of workers (72%) say morale among coworkers is either “excellent” or “good,” up three points from May 2022 (69%) and up from 64% year over year, and that morale has increased among nearly all workers, regardless of gender, race or job level…. This content is for members only.Login Join...

Calls for authenticity at work ask for passionate people with diverse, fresh perspectives who challenge old ways of thinking. But too often workplace culture fails to support the authenticity of professionals of color and other underrepresented groups, leading instead to backlash and fewer opportunities. Writer Jodi-Ann Burey outlines steps toward exposing privilege and achieving true equity on the job — and implores those in leadership positions to accept responsibility for change.

Supporting authenticity at work requires systemic change at the organizational level. Here are some tips to support authenticity in your organization.

Authenticity has long been the subject of conversations focused on leadership and more recently on the individual contributor. Research suggests that when employees feel like they belong and can bring their true authentic selves to work there are benefits. But simply inviting people to be authentic at work creates unrealistic expectations, putting the burden on the individual to shed their protective mask despite the consequences.

When we feel comfortable bringing our authentic selves to the workplace, we’re more effective at building meaningful relationships, we’re more focused on our work, we’re more successful, we feel better, perform better and are in overall better health. In short, authenticity is better. Furthermore, inclusion happens when and only when everyone feels comfortable being who they are, and everyone is accepted for who they are.

This short, interactive microlearning explores how important empathy is in a hybrid workplace.

Empathy is the ability to recognize and share other people’s emotions, and to understand their perspectives and what they might be thinking or feeling. Empathy fuels connection and is driven by our ability to accept another person’s perspective without judgment or disregard.