Age is Just A Number: Unleashing The Potential Of Your Multi-Generational Team

6 tips to lead and manage the 5-generation workforce

For the first time ever there are five generations in the workforce which, when you think about it, means that employees could be 50 years apart in age. Obviously, there’s a vast difference in outlook between a 70-year-old and a 20-year-old that presents both challenges and opportunities.

How do you lead and manage a multi-generational workforce? What do you need to know about the expectations and talents of respective generations? What can you do to leverage the differences to the benefit of your organization?

First, let’s look at these generations and the characteristics attributed to each while also bearing in mind at the outset that such stereotypes often don’t run true in the real world. It’s essential to break down any barriers that are created in the workplace when these assumptions, which tend to highlight the differences, are widespread.

Silent Generation (1928-1945): Yes, there are still individuals from this generation actively working today. Some never stopped; others have come out of retirement. The clichéd view of them is that they’re likely to be traditionalists. They’re conservative, loyal workers who respect authority and may be resistant to change.

Baby Boomers (1946-1964): This generation is “credited” with being workaholics. They’re seen as being willing to put in the hours, are dedicated to their careers, highly competitive, and focused on success. They might prefer sitting down for face-to-face meetings rather than communicating via email or instant messaging.

Generation X (1965-1979): Gen Xers are regarded as individuals who place a high value on a work-life balance and prefer to work independently rather than in teams. The negative rap is that while resourceful and flexible they have an attitude of not caring what people think about them.

Millennials (1980-1996): Many people in this group are said to be social and environmental proponents who want to be involved in meaningful projects. On the downside, they’re viewed as the generation that wants to get a trophy for participating, may not have the strongest work ethics, and think nothing of frequently switching jobs.

Generation Z (1997-2012):  Obviously the most tech-savvy of the generations, Gen Z  employees may well display an entrepreneurial flair but their focus on communicating through digital channels may mean they’re lacking interpersonal skills, even though they promote diversity and inclusion. And—maybe they aspire to be TikTok stars!

So, now we’ve looked at the stereotypes it’s important to appreciate that they can create misunderstandings, miscommunications—and missed opportunities.  As Dr. Paul Redmond, director of student experience and enhancement at the University of Liverpool, UK, and author on generational theory, puts it, “Each generation imagines itself to be more intelligent than the one that went before it, and wiser than the one that comes after it. For businesses, the challenge is in understanding and leveraging these generational differences to get the best out of everyone.”

In leading and managing these diverse groups here are some things you can do to create an effective, productive, and culturally healthy environment.

Avoid Stereotyping

First of all, be careful not to pigeonhole employees based on common generational stereotypes. And encourage employees to view each other as unique people with their own set of talents rather than through the lens of an age difference. Consider setting up workshops to highlight generational differences so employees become aware of any in-built biases.

Create Diverse Teams 

Recognize that a multi-generational team offers a mix of experience, innovation, and varied perspectives. This diversity can lead to richer brainstorming sessions, stronger team dynamics, more balanced decision-making, and a wider range of solutions. Highlight to employees the benefits of these teams and the value of working together.

Respect the Individual

Build a workplace culture where respect is paramount regardless of age. Encourage employees to look for the strengths and attributes that their older and younger colleagues bring to the table. Encourage them to appreciate and celebrate their different talents.

Cross-Generational Mentoring

Establish mentoring programs where older and younger employees can learn from each other. An older worker, for instance, may well have the unmatched experience of having reinvented themselves multiple times throughout their career while a Gen Z employee is more likely to be up-to-speed with the latest advances in technology.

Communication is Key

You don’t need five different communication styles for the five generations but it’s important to appreciate that people absorb information in different ways and that you should seek to transmit your messaging in multiple ways—in person both individually and in groups, by email, Zoom, long-form and short-term, visually and in writing. By doing this you’’ make sure your message sinks home.

Career Development

While younger employees might want growth opportunities, older employees might want legacy projects or the satisfaction of mentoring opportunities. Ensure that you offer programs across the board so that there is something for everyone.

Each generation brings its own set of values, perspectives, and work habits. Leading such a diverse group can be challenging but also incredibly rewarding. 

Abandon the well-worn tropes that the oldsters have no idea how to use integrative AI or that youngsters' only real desire in life is to become social media influencers. Understand that a Baby Boomer who has been used to, and maybe still prefers, a 9-to-5, Monday-to-Friday schedule and a Gen Zer who prefers flexible, hybrid work that suits him as a night owl, can be equally productive. 

Recognizing the differences and similarities, and finding ways to harmonize them, is crucial for success.

Jason Richmond, CEO and Chief Culture Officer at Ideal Outcomes, Inc.