– The competencies that are most important for a leader today are primarily listening, but also skillful diagnosis of the situation and giving direction in which we all follow and organizing work in such a way as to have people in teams with the right qualifications and at the same time willing, motivated and ready to follow us – emphasizes the leader.
Age-diverse teams can perform better
In the debate about Generation Z women leaders, the question is increasingly asked: “Are they ready for leadership?” and more often: “Do organizations create conditions for building decision-making experience?” Younger women managers bring a great awareness of boundaries, mental health and the meaning of work to teams. Occupational burnout is becoming one of the key business risks (WHO, “Burn-out an occupational phenomenon”; Gallup State of the Global Workplace). Organizations that systematically take care of well-being experience lower employee turnover and greater engagement.
– We live in times of profound changes that make us rethink meaning and values. In a world full of stimuli, people are increasingly more transactional: they focus on the here and now. At the same time, we all need security and stability, which is difficult to obtain in uncertain times – describes Jolanta Bańczerowska. In her opinion, well-being and ambition are not contradictory. – Companies that can give meaning, build a sense of belonging and truly support people’s well-being gain trust and loyalty – he points out.
– The fact that women from different generations can draw on their experiences today is of great importance. I would like us to learn as much as possible from each other – emphasizes a member of the Żabka Group management board. This approach supports knowledge transfer, reverse mentoring and building teams with complementary competences. Numerous studies, including OECD, indicate that teams diverse in terms of age can achieve better innovative results if the organization is able to manage different work styles – notes the leader.
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