Feeling out of sync with colleagues of other generations as you work on projects and in teams? Some people call this the generation gap in the workplace.<\/p>\n
But here\u2019s a secret \u2014 regardless of age, they\u2019re probably a lot more like you than you might expect.<\/p>\n
Today, 5 generations are in the workforce: Gen Z, Millennials, Gen X, Baby Boomers, and the Silent Generation. While some motivations differ, they do share similar desires. Employees of all generations, for example, want to work on teams with people they trust and care about.<\/p>\n
Creating a team dynamic that works for everyone is essential \u2014 and it can be done.<\/p>\n
Watch our webinar,\u00a0Generational Differences in Leadership<\/em><\/a>, to learn how assumptions about the generation gap at work can create barriers to trust, collaboration, and inclusion.<\/p>\n We\u2019ve compiled 10 tactics to address the generation gap in the workplace and help leaders look past the stereotypes and effectively lead across generations. The approaches here are adapted from over a decade of our research, including our research on emerging leaders<\/a>, which is based on data from thousands of Gen Z and Millennial young professionals around the world; our book What Millennials Want From Work<\/a>; <\/em>and our white paper What Makes a Leader Effective?<\/a>, which polled Boomers, Gen Xers, and Millennials. These are the keys to successfully leading a multigenerational workforce.<\/p>\n Older workers often have significant experience that can\u2019t be learned in school, and younger team members usually appreciate it when that wisdom is shared. But being told that something needs to be done a particular way just because it\u2019s \u201chow things are done around here\u201d will open the door to pushback. Those who\u2019ve been in the workforce for a long time should recognize that, just because things have been done a certain way in the past, that doesn\u2019t mean it\u2019s the best way for the future.<\/p>\n There\u2019s a stereotype that younger workers think they should be exempt from boring work. Older team members may remember \u201cpaying their dues\u201d earlier in their careers and have no sympathy. But what if, working together, you could come up with alternatives to doing repetitive work, or at least find ways to reduce it considerably?<\/p>\n Younger employees, many of them digital natives, may have ideas or technology options that haven\u2019t been explored, and more experienced employees have the knowledge and expertise to make new processes work. That\u2019s why some organizations, recognizing the need to bridge the generation gap in the workplace, are beginning to partner their older and younger team members in formal or informal reverse mentoring<\/a> arrangements.<\/p>\n Want to keep your organization competitive in retaining employees of all ages? Consider our best practices that support employee wellbeing<\/a> and leading across generations. These include helping young workers nurture a broad network of relationships both inside and outside the office, and encouraging regular exercise and time for mindful reflection.<\/p>\n Remember to lead by example. \u201cWalk and talk\u201d meetings can help marry business with exercise, while a daily \u201cout of office\u201d email reply after work makes it clear that team members aren\u2019t expected to be on call 24-7.<\/p>\n Workers of all generations report that they\u2019re more likely to stay with their organizations if flexible schedules are allowed and remote working is supported. Employees of all ages are willing to work long hours but also want to have a life outside of work. Whether raising families, preparing for retirement, caring for elderly parents, or pursuing personal interests, employees often feel that their organizations forget that they have lives outside work.<\/p>\n We often hear that younger people are disrespectful of older employees and people in authority. We also hear complaints that older people show no respect for younger talent and ideas. Many people think that older and younger people value vastly different things.<\/p>\n However, our research has shown that different generations actually have fairly similar values. For example, \u201cfamily\u201d \u00a0is the value chosen most frequently by people of all generations. Other widely shared values include the following:<\/p>\n The reality is that everyone wants pretty much the same thing, which is for their organizations to cultivate a culture of respect<\/a> \u2014 they just don\u2019t define it in the same way. Some would argue this is really the secret to teamwork and leading a multigenerational workforce.<\/p>\n Our research shows that today\u2019s young professionals also prioritize value alignment<\/a> between their personally held beliefs and their organization\u2019s mission and driving principles. Clearly defining and communicating what your organization stands for is an important way to deliver upon this. Also, take steps to show that you value the perspectives of the youngest members of your team.<\/p>\n By and large, people of all generations value trust in the workplace<\/a>. At all levels, they trust the people they work with directly \u2014 such as bosses, peers, and direct reports \u2014 more than they trust their organizations. And people trust their organization more than they trust upper management.<\/p>\n What do different generations expect from their leaders? Conventional wisdom says older generations want a command-and-control type of leader and that younger generations want leaders who include them more in decision-making. But our research says that effective leadership is less about style and more about substance. People of all generations want leaders who are credible and trustworthy, above all else.<\/p>\n Our research study with Y20<\/a> found that 41% of young adults (ages 18\u201330) want to lead in the future. The top personal barrier getting in their way: psychological safety.<\/p>\n A psychologically safe workplace encourages workers of all ages to make meaningful contributions. Young professionals want a sense of belonging at work<\/a> and to feel accepted for who they are, including those characteristics and perspectives that make them different from others. They also want encouragement to learn and grow \u2014 without fear of repercussions for asking questions or making mistakes.<\/p>\n To promote psychological safety at work<\/a>, consider asking your senior leaders to share stories about mistakes they\u2019ve made, or use organization-wide meetings or newsletters to share \u201cfailing forward\u201d stories that encourage risk-taking. This transparency makes it clear across generations that missteps are an opportunity to deepen learning.<\/p>\n The stereotype is that older people hate change and younger generations thrive on it, but these are inaccurate assumptions. In general, people from all generations are uncomfortable with change and can experience change fatigue<\/a>. Resistance to change has nothing to do with age; it\u2019s all about how much someone has to gain or lose with the change.<\/p>\n The best way to manage change and be a successful change leader<\/a> is to communicate. Send out memos, host meetings, or implement an open-door policy that embraces communication. Make your team feel comfortable with asking questions and voicing concerns.<\/p>\n The ability to build bridges \u2014 across an organization\u2019s divisions and across a multigenerational workforce \u2014 is important. Successful leaders must help everyone learn how to span boundaries<\/a>.<\/p>\n Help your young leaders view boundaries not as barriers, but as opportunities for new ways of working and collaborating. Ensure they understand the social aspects of their role and how to work through and with others to achieve results, regardless of age and other factors. One way to break down silos and lead across generations: Set aside time for colleagues of all ages to share their stories, including how their personal background and social identity<\/a> influence the way they work.<\/p>\n It\u2019s as easy to retain a young person as it is to retain an older one \u2014 if you do the right things. Just about everyone feels overworked and underpaid. People of all generations have the same ideas about what their organization can do to retain them. Employees want room to advance, respect and recognition, better quality of life, and fair compensation.<\/p>\n An audit of leadership representation \u2014 and whether multigenerational voices and perspectives are included when important decisions are made \u2014 is one thing to consider. By engaging a diverse cross-section of young employees in your analysis, you can broaden your perspective when leading a multigenerational workforce. After the audit and review, you\u2019ll be poised to take informed steps to level-up access and make your talent management processes a lever for change.<\/p>\n Everyone wants to learn \u2014 more than just about anything else. Learning and development were among the issues most frequently mentioned by study participants of all generations. Everyone wants to make sure they have the training necessary to do their current job well.<\/p>\n Leading across generations includes creating a learning culture<\/a> that prioritizes and rewards gaining and sharing knowledge. You can also help employees create a personalized development roadmap that provides a clear understanding of what the organization needs, how their performance compares to peers, and which improvements they must make to support success. Building\u00a0the core leadership skills needed in every role and career stage<\/a>\u00a0is another way to boost employee motivation and learning.<\/p>\n Almost everyone wants a coach. We\u2019ve heard that younger people are constantly asking for feedback and can\u2019t get enough of it. We\u2019ve also heard that older people don\u2019t want any feedback at all. According to our research, everyone wants to know how they\u2019re doing and wants to learn how to do better. Feedback can come in many forms, and people of all generations appreciate receiving it. Building coaching skills and a coaching culture<\/a> at your organization can help.<\/p>\n10 Tactics for Leading Across Generations<\/h2>\n
How to Bridge the Gap of a Multigenerational Workforce<\/h3>\n
1. Learn from one another.<\/h4>\n
2. Foster wellbeing.<\/h4>\n
3. Share values and show respect.<\/h4>\n
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4. Be a trustworthy leader.<\/h4>\n
5. Promote psychological safety.<\/h4>\n
6. Communicate change.<\/h4>\n
7. Break down silos.<\/h4>\n
8. Do the right things to retain talent.<\/h4>\n
9. Create a learning culture.<\/h4>\n
10. Build coaching skills.<\/h4>\n