Cross-Generation Management

In these times of agile transformation, Germany's working world is becoming increasingly "gray" and the average age in many organizations is significantly higher. The baby boomers of the past are now the 50 PLUS generation or the "best agers".

Companies must act to secure their future in the face of demographic change. Young skilled workers are already in high demand, and competition for the best "silverbacks" will soon intensify dramatically.

Older employees need to be able to learn, work under pressure and change, and to perform continuously. They need support and career programs appropriate to their stage in life so that they can and want to continue to make full use of their resources. Especially in this highly productive phase of life, they want to be valued and challenged as an important pillar of the company with knowledge and experience. The collegial transfer and exchange of knowledge between young and old must be ensured and promoted in order to be able to act together with maximum agility in the market. The time will also come, in about a decade, when the "best agers" retire at the same time and with them all their expertise.

And last but not least: Managers must be empowered to lead across generations, i.e. Generation Y, X and the Baby Boomers. Optimal management of mixed-age teams is becoming a decisive competitive factor for organizations. This makes it clear that systematic demography management has become an indispensable corporate task.

Stöger & Partner represents a systematic-organizational approach to demography management. A modular structure ensures flexible applicability depending on the status of one's own corporate demography management, the needs and the problems in the company.


der Emotionale & Agile LEADER ist dadurch wichtiger

Stöger & Partner starts with the demographic analysis of the current situation, derives the necessary fields of action from this together with the company and accompanies the organization through the entire process of introducing and implementing demography management.

Individual measures that can be derived from this, for example in management work, could be as follows. Together, we would be happy to look into your specific company concerns.

The 50+ Generation: Managing Older Employees with a Focus on Resources

The program provides executives with knowledge and action aids for dealing with the 50+ generation of employees. They receive sound psychological know-how about personal, neurological and health-related backgrounds and their effects on the motivation of older employees to work.

Generational Leadership: Successfully Leading Mixed-Generation Teams

Action aids and strategies for the professional management of mixed-age teams. Identification of resources in the generation mix.

Today, a manager must not only be able to lead different types of people, but must also be able to deal with the challenge of different generations in a team. Different generations of employees would like to be motivated, fed back and thus led in different ways, because they belong to different age generations with different socialization and thus different value systems. Here, the manager needs the necessary knowledge and the challenging attentiveness to lead in an age-appropriate and thus generational manner in the team.

Potential training content:

  • Demographic change: What tasks will I face as a manager?
  • "Images of aging" - How do I emotionally evaluate the topic of "old age" compared to "youth"?
  • The biographical background of the generations and their specific patterns of thinking and behavior
  • Age-typical differences in work motivation
  • Motivation clarification and leadership in the generation mix (generational teams)
  • Use leadership tools such as feedback, criticism and recognition in generationally different ways
  • Action programs and mentoring approaches to leverage diversity.