Upgazet: Generations in Balance

The Finance department at Upgrade Estate grew alongside the company. Chief Financial Officer Jean-Marie Vanderstichele and financial analyst Lowie Opsomer, once an intern here, represent two generations. Together, they look back and ahead at collaboration, responsibility and trust.

How do you guys in the Finance team feel about what's so nicely called “generational diversity”?

[Jean-Marie] There are eleven of us in the finance department, ranging in age from 25 to my age. What is striking about Upgrade in general is that we attract young people during their internships. This allows us to train them in knowledge, but also in our corporate culture. We give them a lot of responsibility, which doesn't always work out right away, but they are allowed to make mistakes. Young people want to move forward quickly, sometimes even too quickly. They would rather start halfway up the ladder than at the bottom. Then we sometimes have to protect them from themselves. 

[Lowie] I started here as an intern and immediately felt that I was in the right place. During the onboarding process, I got to know all the teams and gained a clear picture of the company. I felt welcome, was given trust and challenging tasks. It quickly became clear that there were opportunities for growth, and I seized them with both hands. 

How do different generations work together in the workplace? Are there differences in communication?

[Jean-Marie] I see little difference between generations. What strikes me is that people are much more outspoken behind their screens, even older generations. This sometimes makes communication less nuanced. A facial expression says more than words. 

[Lowie] There is a difference in communication within our team, but that is not due to the generation gap. It is due to everyone's personality. One person is extroverted and the other is introverted. That mainly determines the communication style.

[Jean-Marie] We are a customer-oriented company. Some of our internal colleagues are customers of Upgrade Estate. Professionalism is reflected in how you treat everyone. That attitude is evident in the way we welcome people. You can sense that everyone adapts a little. And honestly? It makes me feel younger. (laughs) 

What do you consider to be the strengths of the older generation within the company?

[Lowie] Experience, absolutely. What you learn at school is valuable, but the real knowledge comes on the job. Older colleagues have that calmness, that overview. They communicate professionally and with maturity. For me, they are mentors.

[Jean-Marie] In traditional companies, juniors have little decision-making power and new ideas have to pass through multiple layers. At Upgrade, we work completely differently. We encourage everyone, regardless of age, to contribute ideas or make adjustments. 

Recently, we streamed eighteen general meetings simultaneously, with simultaneous translation. The entire setup was handled by three IT colleagues, all younger than Lowie. We gave them the framework and the goal, and they did a fantastic job. Generations that work well together do so through mutual understanding. Everyone makes concessions. As long as the whole thing still tastes like wine, we'll get somewhere. 

Looking ahead, how do you hope intergenerational cooperation will evolve?

[Lowie] I hope that the generational mix will be maintained. It enriches the work. When I first started, I worked with someone over 50. That went really well. You didn't feel the gap on paper in our collaboration. The life experience of older colleagues really offers a different perspective. 

[Jean-Marie] We already work together closely across departments. When there is respect and trust, age ceases to be a factor, in my opinion. Whether someone is twenty or sixty should not make any difference. The fact that people return to the company after some time proves to me that we are succeeding in this.