Ngai Yuen Low, an award-winning entrepreneur and social activist, excels in media and content creation. She played a key role in bridging the gap between traditional and modern retail during the Economic Transformation Program. She continues to be heavily involved in community building for social purpose organisations in the arts, culture, blended learning, access to technology and sustainability.

In a recent conversation with the Global Woman Leader Magazine, Yuen shares her insights on the significance of cross-generational leadership in organizations and its positive business impact. She also discussed best practices for creating inclusive workplaces that balance generational needs and innovative strategies bridging generational gaps for women leaders in retail.

In your opinion, why is cross-generational leadership important for organizations? How can it positively impact business?

For me, today’s leadership is all about bringing together diverse perspectives, experiences, and skill sets; all important ingredients for any organization to grow and be ahead of the curve. When an organisation allows for a culture that has rich exchange of ideas, it is in fact driving innovation and adaptability in a rapidly changing business environment. Imagine a mix of fresh, tech-savvy approaches and a keen understanding of current market want; combined with deep industry and institutional knowledge, stability and a clear execution that maintains and continues organizational ethos grown over years? This synergy can positively impact business. Therefore a leader today needs to consider different generational characteristics from the different motivation to strengths; as well as being keen to implement different work arrangements and an environment where all employees feel valued and can see potential career growth, leading to higher engagement and retention rates.

What are some of the best practices industry leaders are implementing to create inclusive workplaces that cater to the needs of both seasoned and younger women leaders, while ensuring policies avoid favoritism towards any generation?

For a workplace to be inclusive, I believe in practising keen awareness with a purposeful task force to ensure ongoing sensitivities practices for diversity and inclusivity. An example is the reverse mentorship and peer sharing that focus on mutual learning and respect, to policies that actively encourage diverse teammates in any projects setup. Additionally, it’s important to implement understandings about work arrangements that cater to different life stages and commitments from remote work, childcare support, wellness programs, part-time options, gap years and even retirement planning to ensure both younger and seasoned talents can balance their personal and professional lives. Active development of succession planning and talent pipelines from a pool not biased with age nor experience; while offering continuous training relevant for various career stages will minimise favouritism and giving all voices a platform in the organization. 

How do retail industry leaders accommodate diverse generational preferences and expectations among their workforce? What innovative strategies effectively bridge generational gaps for women leaders?

No leaders can continue to do the same ol’ anymore. In retail where we serve everyone, it’s imperative that our workforce is as diverse and inclusive as possible. To get there, continuous leadership training that emphasizes and gives exposures to emotional intelligence, cultural competence and intergenerational communication is key. Let’s take communication channels for example, not only does a leader need to consider preferences and convenience, it’s also very much about the idea of speed, access and language intonation/style. Emails and newsletters versus instant messaging and social media definitely do not work the same from delivering information to getting confirmation of to-do lists. Questions like what kind of work spaces encourage collaboration and interaction - open-plan offices, communal areas, and technology-enabled meeting rooms; all are to be considered.

Separately, what about bridging stereotypes, biases and expectations for women and women leaders?   It’s about holding everyone accountable, especially top management to maintain a bias-free workplace. This commitment then should translate into education, awareness as well as policy and cultural shifts. Once I spoke about how men don’t realise that they never let women finish their sentences during meetings and we put in place a recognition program and campaign called, Let Her Speak. Gave everyone some thinking and self-reflection to re-examine their own implicit biases.

How can industry leaders harness the strengths of diverse generations of women leaders to navigate rapid market changes and technological advances in retail, while integrating traditional practices with innovative approaches preferred by younger generations?

Well, the litmus test of whether enough is being done by an organization is to look at whether the workplace diversity mirrors the customer base and the customers the business wants to attract. When it does, it does mean enhanced customer understanding, broader market reach and improved problem-solving approaches. Now, tools to upgrade traditional ways with innovation can include creation of collaborative innovation hubs with an outside-in approach. What’s not in the organization that it aspires to and can it work with new partners to test what it needs to do next - these quick questions will mean better adaptation to market changes and shifting leadership ways to an agile one. I always fall back on using the customers' changing needs right at the core as the basis of all these changes and new investments for tech resources.

What strategies can be leveraged by retail industry leaders to cultivate leadership styles that resonate across generations, integrating unique qualities of younger women leaders into existing frameworks, and ensuring all women leaders are adept in digital skills for evolving retail environments?

This is indeed a long term outlook that the organization needs to adopt since it does mean finding the sweet spot(s) of hierarchical and collaborative ways of working. From implementing leadership development programs that equip leaders with ways to blend both traditional and contemporary leadership skills; to ensuring a comprehensive digital literacy training, regardless of generation, are proficient in the latest technologies. Next it is about establishing robust feedback mechanisms that allow leaders to understand the needs and preferences of different generations and adapt their styles accordingly.

Now, in a modern workplace, diversity extends far beyond gender. Women will already benefit directly when an organization recognizes and values each teammate as unique contributors.

How can industry leaders navigate cultural and social dynamics impacting cross-generational leadership among women in retail? In your opinion, what role will women play in shaping the industry's cultural and social narrative in the future?

Following my earlier comment about the extension of diversity, it’s critical for women to first lead as many advocacy efforts as possible in addition to being quick to demonstrate diverse perspectives in their own leadership styles. Actively creating supportive networks and communities that empower cross generations to collaborate; and spearheading initiatives that set new standards for the industry - these are surefire ways to transform an organization in navigating new and diverse cultural landscapes.