Sandy Dubay Of PPR Strategies On How To Navigate The Generational Differences That Are Disrupting Workplaces

Thank you so much for joining us in this interview series. Before we dive into our discussion about succession, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?

As many students do, I entered college unsure of what career I wanted to pursue. After many conversations with a professor at Shepard University about my interests in economics, business, and my passion for placemaking, they recommended that I explore the realm of economic development. This started my journey to help communities thrive, and I began working in economic development in West Virginia and Maryland.

My experience in economic development, coupled with my passion for people and communities, inspired me to start my own company, Platinum PR. We’ve since evolved into PPR Strategies (People and Places Reimagined) to hone in on our expertise with place-based entities. Starting and growing this business has opened many doors for connection with communities nationwide from a grassroots perspective. Through PPR Strategies, our team helps position our clients for long-term growth through marketing and public relations.

What do you think makes your company stand out? Can you share a story?

PPR Strategies uniquely specializes in economic development and place-based organizations. Our collective strengths and efforts center on the idea of “place” — whether that be workforce, economic, or visitor development. As a business led by a certified economic developer, we are uniquely positioned to understand the pain points of the communities that we work with to devise creative solutions, fill in the necessary gaps, and uplevel communities of every size.

Our team is small in size, but large in passion. As a boutique company, PPR Strategies leans in on problem-solving from a communication perspective to help people and places reshape or refine their narrative.

You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?

Three character traits that have been instrumental in my workplace are understanding the needs of others, fearlessness, and a passion for trying new things. Stepping into these traits gives me more potency as a business leader.

Hearing and understanding the stories of others fuels my fire. I enjoy listening to people tell their stories because it helps me understand their nuances. This skill has been crucial in better understanding my clientele and my team. I take great pride in building a team that complements PPR Strategies and brings unique elements to the table. This methodology can be done across generations, through the areas of background and specialization, or even geographic nuances. It is essential to me that my team find joy in the work that they are doing every day; I love helping to uncover everyone’s “superpower” and create a work environment that allows them to thrive and pursue their passion.

Maintaining the mindset that we, as individuals, are constantly evolving has always inspired me to try new things without the fear of making a mistake. Several years ago, I had a boss who said, “If you aren’t making mistakes, you aren’t working hard enough.” I genuinely feel that there is something liberating about that statement; it takes off some of the pressure of perfection when striving to meet your goals.

In your experience, what are the most distinct characteristics, values, and work preferences of each generation currently present in the workplace?

This often boils down to the challenge of the stereotypes we place on people. In the modern-day workplace, there are many different expectations in which companies and employees operate. In recent years, I have interacted with many people who prefer the ‘stereotypical’ remote workplace for their generation. I have also interacted with others in the same age demographic who choose to work in person because they feel isolated working from home. I don’t think that work preferences impact employees’ quality of work. I have noticed that employees seek guidance and support for workplace success regardless of their preferred work environment or age.

Each generation has a unique set of values that are often shaped by their societal experiences or expectations. While Millennials and Gen Z often place a high value on work-life balance and flexibility, the Gen X generation is often perceived as workaholics who value autonomy and self-sufficiency. Recognizing the distinction in values, characteristics, and work preferences is vital for leaders to manage employees’ overall quality of life, regardless of their attitudes and expectations.

Can you describe a specific instance where generational differences caused a significant challenge in the workplace? How was it addressed, and what lessons were learned?

Within our team, generational differences are often an opportunity for laughter that leads to more serious consideration and thought. I am Gen X and see that the most significant challenges between generations occur with new team members who are recent graduates. These experiences are almost always centered around the need for more professional experience. It’s important to remember that new team members are not mind readers and may not know your expectations. An effective onboarding process can significantly support this process and minimize internal struggles. Having said that, I realize that I’m also periodically disconnected from current (Gen Z) cultural trends, which is when/why I rely on my daughter to keep me up-to-date.:-)

Technology adoption varies greatly between generations. How do you recommend companies bridge the tech-savviness gap without alienating any generational group?

Over the years, I have worked with many different generations internally and externally. From experience, I would say that all connection points, whether in tech or otherwise, start with a willingness to learn and listen. Creating an environment of curiosity without judgment is a great way to encourage younger and older generations to bridge the gap and stay knowledgeable on incoming technology.

How can organizations create cross-generational mentorship programs that allow older and younger employees to learn from each other?

I absolutely love the idea of instating mentorship programs within organizations. A few years ago, I interviewed organizations for a project that focused on the effectiveness of cross-generational mentorship programs. One of the organizations that I interviewed was challenged by the wide age gap between employees. Instead of connecting the eldest mentor to the youngest mentee, the organization minimized the age gap so that the mentor-and-mentee relationship could be a bit more relatable and still create cross-generation collaboration. When implementing a program like this, organizations need to look at their employees and consider what methods work best for their culture.

From face-to-face conversations to instant messaging, each generation has its own communication preferences. How can businesses foster effective communication that caters to these diverse preferences?

As a communications company, the PPR Strategies team needs to meet people where they are. This concept applies across all industries and relationships as well. The mode of communication we use depends on who we’re connecting with and their preferred way of receiving information. It is flexible. For effectiveness, I have found it essential to “go where your audience is” and determine how others want to receive their information. Communicating with them in that manner will get you a better result, even if it means stepping out of my comfort zone. Trust me, it is worth it.

How should training and development programs be tailored to cater to the unique learning styles and expectations of different generations?

Catered learning styles are more important across individuals in the workplace than they are for different generations. I have worked with tech-savvy baby boomers and, much to common disbelief, with less savvy Gen Z. It is important to debunk these misconceptions and not hold individuals to certain expectations due to their age. Instead, training and development programs should cater to each individual’s unique learning styles and expectations.

Organizations need to ask their employees: “How do you prefer to learn?” or “How do you prefer to receive information?” to best understand the learning styles of their team and focus less on age and more on the individual’s experience.

In what ways can leaders ensure they’re being inclusive and not harboring unconscious biases towards one generation over another?

Some of the most powerful ways that an organization can connect with all its employees is by asking questions and effectively communicating. When making decisions, leaders should consider everyone on their team as an individual with unique preferences. While there are generational differences in the workplace, each individual desires to work in the most supportive way.

Constant dialogue across the team and opportunities for individuals to share are keys to creating an inclusive workplace. Small groups that include different generations, skill levels, races, ethnicities, perspectives, and experiences can help employees connect and begin those conversations.

As we look towards the future and the eventual integration of newer generations into the workforce, what strategies should businesses implement now to be prepared for even more diverse generational dynamics?

Managing a multigenerational workforce will always be more effective with thoughtful communication. We all crave different perspectives and want to learn from those different from us — whether those differences are in gender, race, age, ethnic background, abilities, special skills, and experiences. The biggest challenge with the next generation entering the workplace is creating a synergy with the generations already there. It is not an “us versus them” scenario. Teams must recognize that they are all working towards the same goal. Businesses need to be welcoming, communicate needs and expectations, and be open to new ways of doing things to prepare for the more diverse generational dynamics.

I have started hiring people my daughter’s age, and that is fascinating to me. I love learning their nuances, ways of communication, and new experiences in the business application of technology. We have a lot to learn from the younger generation, and they have a lot to learn from us. My personal priority is to better understand other generations, both older and younger than me.