AI for the OGs

I want to preface this article with an observation I made while I was writing this article. At times my message sounded a little coddling - even felt a bit condescending to older workers. When I tried to go back and change the messaging, I kept stumbling. Then, I tried to remove references to older workers that I placed throughout, and it turns out the information and suggestions I was sharing still held fast.

I realize while my statements might sound or feel (or might even be) a bit simplistic or general - today, we know more about the many different ways people learn. We often adjust our learning methods, tools and style to meet employees where they are. These approaches apply to each person and can apply to generational differences as well.

Because the question focused on older workers, possibly closer to retirement, I am choosing to leave the age references in. If you feel compelled to remove them - I think you'll find my suggestions still fit.

Thanks - here's the article!

This week, one of my email subscribers asked a good question – she wanted to know how to motivate some of her older teammates to embrace new technology and updated processes, when they remain resistant.

I often approach comms with a WIIFM approach (what’s in it for me), that doesn’t always work as well as we’d like. I still contend you’ll get farther, faster with your team if you frame the change as making their job easier and protecting their expertise.

This post will share a few things that have worked for me, as I share new processes, technology, and complex updates with all kinds of workers: corporate, warehouse, happy, angry, young, old, healthy, not so.

You always need to start with why.

I always start with the why. This applies to almost everything. But older employees are more willing to train when they clearly see a benefit – it falls to you to find their why.

Connect the tech to what they care about – focusing on results:

• This will cut out double entry, so you have fewer headaches at month-end.

• Using this system makes it easier to show leadership the value of the work you already do.

• Learning this keeps your experience in play as the company changes, instead of the tool deciding how work gets done.

• Avoid calling out being behind or suggesting people catch up. This is new for everyone.

Make the message about respect and protecting their role, not about being behind or being older.

Next up, try to share with different teams in different ways - design training for how they learn best.

Research shows older workers adopt new tech more when training is hands-on, repeated, and supported. And frankly, everyone can benefit from this approach – regardless of age. Especially when it comes to AI and newer approaches. Having a guide on the side is helpful and reassuring.

• Offer small, in-person sessions with live demos and practice, not just e‑learning and job aids. Many new tools require a different way of thinking and asking questions. Walk them through it. Be a resource in the moment. Help them feel like they are getting it - be patient and repeat things calmly.

• Break learning into short, focused chunks (15–30 minutes) with one clear outcome per session. Provide specific opportunities to help set up tech to solve their specific issue and let them build/ask/design themselves with in-person, in-the-moment help.

• Offer practical solutions that directly align to tasks, reports, jobs employees are actually doing. Design their exercises to solve real problems they experience. Customize results to demonstrate success.

• Schedule follow-up refreshers and ask me anything drop-ins. When we walk away from new tech and let things fester – we forget and then avoid coming back. One-and-done rollout training often fails.

• Provide simple, printed quick-reference guides that use their language, not tech jargon. Let them add real examples to the guides – this keeps instruction connected to their jobs.

Set clear expectations for the training. Include things like support tools (& where to find them), champions to contact if there is a hiccup, reassurance that nobody expects the team to memorize this in one go. Let everyone know learning is a process, and we expect this to take time. BUT set reasonable objectives too – we want you to practice, we need you to start diving into this, and by xx date, we hope you are comfortable enough to use this tool regularly (with support).

Use carrots that work

Older workers respond better to autonomy, recognition, and feeling valued. They don't care as much about company swag, program perks, and contests.

• Status and voice: Invite early adopters into an advisory group to shape how the new tool is used. Their input becomes part of the design, not an afterthought.

• Recognition: Highlight tech champions in town halls, newsletters, or stand-ups, with specific stories of how they used the new process to solve real problems.

• Small, visible wins: Share quick examples like Mary cut 30 minutes a day off her reporting using the new system.

• Flexible incentives: Offer choices - extra PTO hour, preferred shifts, or professional development credits for those who complete certain milestones.

Tie every carrot back to dignity, expertise, and control over their work, not just because leadership said so. Be prepared to address some common complaints or concerns as well.

• If I put all my client info into this system, anybody can take over my job.

• I don’t have time to learn all this new stuff – when will I get my job done?

• This is just another fad, last time we did this it never ended up making a difference.

These kinds of questions stem from fear of the unknown, insecurity, and frustration around too many change initiatives happening at once. Be prepared with some reassuring responses to re-frame the concerns and encourage growth.

I think that's enough for now. I've got some more goodies to share on this topic - so keep watching this space - more helpful tips on the way!