Today, more than ever, age is a topic in the debate about equity, participation, and diversity. Yet we hear it again and again: “too young for a leadership role,” “too old for a startup.” This is called ageism, or age discrimination, and it exists, even though it’s actually regulated by the Equality Act.
It affects both sides of the spectrum and is often expressed subtly – for example through stereotypical statements such as:
“Young people are not yet resilient enough for leadership responsibility.”
Or: “Older employees have difficulty with new technologies.”
Job advertisements can also exclude candidates: If, for example, a colleague is sought for a “young, dynamic team” or the requirements emphasize “maximum five years of professional experience,” one age group is quickly favored – consciously or unconsciously. In everyday life, many older people experience that they are no longer eligible for further training – “the investment is no longer worthwhile,” they say.
Age diversity is a reality: Generations bring different lifestyles, values, and priorities. And each person brings their own unique personality and experiences. When properly considered, this results in a diversity of perspectives and resources.
Organizations that embrace age diversity benefit from improved knowledge and experience transfer, more productive teams, creative impulses, and higher job satisfaction. Through reverse mentoring, intergenerational project work, age-inclusive recruiting, and co-creation leadership, companies can actively leverage the potential of age diversity for organizational change (whether for internal health management, the use of AI, or future-oriented strategy).
Curious?
In an interactive lunch talk , a fireside chat or a workshop at your location or digitally, we will explore together:
– How age-diverse is your area?
– Where is (unconscious) age discrimination perceived?
– And how can the potential of age diversity be used for organizational change?
