Main menu
Age gaps between employees are a major challenge in today’s workplace. Generational differences in values and preferences often lead to difficulties in communication and understanding. For example, older employees may prefer to communicate directly over the phone, while younger generations prefer to communicate via text or email. If not managed wisely, these differences can lead to misunderstandings, decreased productivity, and diminished respect in the workplace. Therefore, in this article, we present to you four steps to managing a team of different generations in the workplace:
Steps to Managing a Multigenerational Team in the Workplace
1. Challenge harmful stereotypes
For the first time in modern history, the workforce includes five generations. Each of us seems to have unique personality traits and values.
- The Silent Generation (born 1925 to 1945: loyal but traditional).
- The Baby Boomer Generation (1946 to 1964: collaborative but hates change).
- Gen X (1965 to 1980: independent but gloomy).
- The Millennial Generation (1981 to 2000: enthusiastic but demanding).
- Generation Z (2001 to 2020: progressive but insincere).
These generalizations are, for the most part, problematic. The first step to overcoming ageism and fostering mutual respect among us is to challenge it.
“Too many generational conversations in the news today rely on false stereotypes rather than taking the time to understand the important differences that are part of our generational identities,” says Megan Gerhardt, director of Leadership Development at the University of Miami. “When we assign negative or blanket characteristics to each group, we imply that their values, beliefs, and goals are fundamentally flawed.”
There is value in educating ourselves about the realities that different generations have faced throughout their careers. In fact, what we value as individuals is often influenced by events completely beyond our control, dictated by our experiences in early life and careers. Each generation entered the workforce under certain circumstances, which ultimately helped shape our sense of purpose, preferences, and motivations for success. For example, a recent college graduate who started their first job during a pandemic and is used to working remotely may place a high value on flexible work and prefer to communicate digitally.
On the other hand, someone who entered the workforce in 2008, during the Great Recession, may value job security and routine and prefer to work a set schedule five days a week. The problem is that age stereotypes go too far in assuming that everyone has experienced the milestones their generation has experienced in the same way. These assumptions, often wrong, can leave employees feeling isolated before they even enter the workplace, affecting performance. A study found that employees who are threatened by age-based stereotypes about job performance are less likely to commit to their current job, less likely to be oriented toward long-term career goals, and ultimately less psychologically well-adjusted.
While Gerhardt says we should avoid making assumptions about people based solely on their age, there is value in educating ourselves about the realities that different generations have faced throughout their careers. Understanding these nuances is essential to accepting each other.
2. Communicate Your Preferences Openly
“Just as we don’t expect our actions to be accurately understood or accepted by everyone when we travel, we shouldn’t expect our reasons for approaching our work in certain ways to be clear to people who grew up and started their careers at different times,” says Gerhardt.
Instead, we should talk openly with each other about our preferences, especially when it comes to communication style. Managers from multiple generations can set an example by helping their team members find ways to communicate clearly with each other. If you have direct reports of people who are older and younger than you, ask your employees what types of interactions make them feel comfortable.
Just as there’s no right or wrong way to work, there’s no right or wrong way to communicate. Show your direct reports that you will step outside your comfort zone and meet them halfway. Compromise is key to finding an unbiased middle ground, so view your differences as learning opportunities.
For example, you can switch between communication styles depending on the goal of the conversation. Exchange emails for a faster, more efficient approach, but meet face-to-face when the conversation calls for intimacy and relationship building.
3. Respect boundaries
The greater representation of age groups in the workplace has brought new beliefs and values to the workplace. Topics that were once taboo, such as diversity and inclusion, mental health, and gender roles, are now widely discussed in professional settings.
Just as an individual’s race, ethnicity, gender, religion, disability/ability, class, personality, and educational background affect how comfortable they are with discussing these topics at work, so too does their age and upbringing.
Gerhardt says research has shown that “younger generations are more progressive about social issues and more comfortable discussing previously considered taboo in the workplace. The willingness of younger employees to discuss these important topics reduces the stigma that traditionally surrounds talking about them in the workplace.”
It’s also important to remember that your employees’ feelings about these topics vary. Not everyone must agree, but they must understand why the organization places such a high value on the discussed issues.
When it comes to race and gender in particular, the 2020 Pew Research Center Social Attitudes Report shows that there are some measurable patterns in the beliefs held by different generations in the United States. When it comes to race relations, the report states: “Both Gen Z and Millennials are equally likely to say that blacks are treated less fairly than whites in this country. About two-thirds of Gen Z and Millennials say this, compared with about half of Gen Xers and Baby Boomers and a smaller share of the Silent Generation.”
The biggest challenge you may face as a manager of both older and younger employees is respecting each team member's diverse boundaries while maintaining your own set of values, boundaries, and ground rules.
Gerhardt says you must prioritize psychological safety to create an environment where everyone feels comfortable asking for help, sharing their ideas, and taking risks. “People are having these conversations with different experiences and varying levels of willingness to be included. The role of a manager is to provide ongoing opportunities for these discussions, not to force people into a particular viewpoint. When dealing with these types of difficult topics, it can be helpful for managers to base the conversation on discussing how the issues relate to the organization’s values and overall mission.”
For example, there are important legal, ethical, and strategic perspectives to consider regarding diversity and inclusion. Not everyone in the organization needs to agree or have the same priorities, but they must understand why they place such high value on the discussed issues.
Gerhardt suggests facilitating discussions about what common norms work best for your team rather than following the traditional way things have always been done or favoring one age group over another. You can also try to make a difference at the organizational level by talking to your employer about developing initiatives encouraging older and younger generations to connect and share their experiences, such as mutual mentoring programs.
4. Don’t discriminate among employees
Finally, Gerhardt advises managers to create a culture where employees of all ages can be humble and learn from each other and to create an inclusive decision-making process that encourages open dialogue.
During meetings, make sure that every voice is heard and considered. While this is generally a good thing, those leading teams of different generations may face unique challenges. For example, one study of more than 6,000 millennials found that 50% of participants doubted their ability to succeed in the workplace, and they were twice as likely as older generations to worry about their skills.
If you are frustrated by your younger employees being outspoken, take control. Instead of shutting them down, give them space to demonstrate their abilities respectfully by asking questions and encouraging them to voice their opinions. Likewise, if an older employee is quick to silence a younger team member, address the issue by encouraging the younger employee to speak up and voice their opinion.
Follow up with the older team member privately and remind them that their ideas are welcome and valuable even if they have less experience. This advice applies to everyone. If you see a younger team member making assumptions about their more experienced colleague, ask them to change their behavior. Remind your team that diversity of thought helps increase new insights and allows organizations to make better decisions and complete tasks more successfully.
“When we move away from the mindset that intergenerational interactions are a zero-sum game, intergenerational collaboration can lead to greater learning and success for all involved,” says Gerhardt. “Every generation has something to teach and something to learn. We all have experiences and knowledge to share.”
In conclusion
There are ways to bridge the generation gap. It starts with communication, humility, and curiosity about our team members and our strengths and limitations.
It starts with accepting that we are very different people with equally valuable insights to share, and it ends with respect, understanding, and progress.
