How to Lead a Group of Different Generations

My dad and I had a conversation about workplace respect a few weeks ago. We discussed how challenging it can be to lead a team of people that are significantly older or younger than you. While I couldn't grasp my dad's preference for phone conversations when the same information could have been sent by text, he couldn't understand why his direct reports answered his voicemails with emails rather than giving him a call. Our debate highlighted a frequent issue facing today's workforce: figuring out how to work with and respect coworkers who were raised in different eras than ourselves in terms of preferences, habits, and behaviors.

Regretfully, age differences between team members (like me) and bosses (like my dad) sometimes undermine mutual regard. When generational gaps prevent us from connecting on a fundamental level, we frequently turn to damaging stereotypes and place the responsibility for easily solved issues on one another rather than making an effort to recognize and appreciate the distinctions that separate us. It has a negative effect on our productivity and job performance.I chatted with Professor Megan Gerhardt, author of Gentelligence and director of leadership development at Miami University's Farmer School of Business, to obtain advice on how to get past this and reap the many advantages of cross-generational work.

1) Dispel negative stereotypes.

There are five generations working today for the first time in contemporary history. It seems that we all have distinct ideals and personality features.

The Silent Generation: obedient but conventional, born between 1925 and 1945

Baby boomers: cooperative but resistant to change (1946–1964)

Generation X: autonomous yet hopeless, from 1965 to 1980

Generation Z (1981–2000; ambitious but entitled)

Generation Z: progressive but disloyal, from 2001 to 2020

The majority of these generalizations are problematic. Debunking them, according to Gerhardt, is the first step toward overcoming age bias and cultivating respect for one another.

"Instead of taking the time to understand the important differences that are a part of our generational identities, many of the generational conversations in the news today rely on false stereotypes and clickbait headlines," Gerhardt said. Assigning negative or general traits to any group implies that their objectives, ideals, and beliefs are essentially faulty.

In actuality, our values as people are frequently shaped by circumstances that are entirely beyond our control, as well as by the experiences we had when we first started our lives and occupations. The circumstances surrounding each generation's entry into the workforce eventually shaped our sense of direction, our tastes, and our motivation for achievement. A recent college graduate, for instance, who began their first job during the epidemic and is used to working remotely, would place a high importance on flexibility in work schedules and favor digital communication. However, someone who started working in the Great Recession of 2008 would value consistency and job security and would rather work a regular nine to five schedule five days a week. The issue is that age stereotypes assume that everyone has responded to their generation's landmarks in the same way, which is a step too far. Before they even enter the workplace, these presumptions—which are frequently untrue—can cause employees to feel isolated and scrutinized. 

Performance is thus affected by this. According to a 2017 NIH study, "employees threatened by age-based stereotypes concerning work performance are less oriented toward long-term professional goals, less able to commit to their current job, and are ultimately less adjusted psychologically." Even though Gerhardt advised against drawing conclusions about individuals based only on their age, it is nevertheless important to educate ourselves on the challenges that other generations have faced during their professional lives. Accepting one another requires an understanding of these subtleties, which is especially crucial for people in managerial positions (like my dad) and those who aspire to be leaders in the future (like me).

2) Be transparent about your preferences.

"We shouldn't expect our reasons for approaching our work in particular ways to be clear to people who have grown up and started their professional lives at different times, just as we wouldn't expect our actions to be accurately understood or universally agreed with when we travel to other places," Gerhardt said. Rather, we ought to be candid with one another about our preferences, especially with regard to communication channels. Multigenerational managers can lead by example by assisting their team members in developing effective communication strategies. Ask your staff members what kinds of interactions make them feel most comfortable if they have direct reports that are both younger and older than you.

Consider my father and me: With decades of professional experience under his belt, he knows the value of having face-to-face meetings as well as phone conversations when establishing amiable, enduring connections with clients and coworkers. But during my early years, I mostly spoke via emails and texts. In my opinion, the format is faster and more effective (like 65% of Generation Z).There is no right or wrong way to communicate, just as there is no right or wrong way to work. Demonstrate to your direct reports that you are prepared to go beyond your comfort zone and reach a compromise. Finding a nonjudgmental middle ground requires compromise, so make an effort to view your disagreements as teaching moments. For instance, based on the purpose of the talk, you may alternate between different communication modalities. If you want to move more quickly and effectively, exchange emails; but, if the conversation needs more in-depth discussion and relationship development, get together in person.

3) Be mindful of limits.

New ideas and values have entered the workplace as a result of a greater age range represented in the workforce. Once taboo subjects like gender roles, mental health, and diversity and inclusion are now frequently discussed in professional contexts. Age and upbringing have an impact on an individual's comfort level when discussing race, ethnicity, gender, sex, sexual orientation, religion, disability, class, personality, and educational background in the workplace.

"Younger generations tend to be more progressive about social issues, as well as more comfortable talking about topics that were previously considered taboo in the workplace," according to study, according to Gerhardt. "There is less stigma associated with discussing these significant topics at work now that younger employees are open to accepting and normalizing the conversation about them," she informed me.