Today, people spanning a handful of generations are participating in the workforce. According to the World Economic Forum, 80% of the labor force will consist of Millennials, Gen Z, and Gen Alpha by 2034 — and "for the first time in history, five generations, each with unique technological and formative experiences, are currently working side-by-side."
This also means that leaders have their work cut out for them, as each generation of workers has its own unique communication preferences and motivations. So, what do leaders need to know about fostering cross-generational collaboration in the contemporary workplace?
Cross-generational collaboration in the workplace can have a significant impact on the success of any business.
When cross-generational employees work together effectively, businesses may benefit from:
All too often, managers and business leaders fall for the myth that generational differences in the workplace are a negative thing. In reality, these professionals may simply not be confident about how to lead teams with such diverse life experiences. This, in addition to making sweeping generalizations about workers based on inaccurate generational stereotypes, can prevent businesses from reaping all the benefits the cross-generational workforce has to offer.
Leaders working with multi-generational teams are encouraged to begin by assessing the unique strengths of team members from each generation represented.
Some prevalent generations and their inherent strengths in the workplace include:
Of course, these strengths are generalizations; not every worker fits into such a simple profile. Regardless, leaders should carefully consider the strengths of their team members and find ways to translate those into practical roles through appreciative inquiry methods. A tech-savvy Gen Z worker with excellent communication skills, for example, could be an ideal candidate to provide training on a new tool being implemented in the workplace.
Speaking of communication, this is often among the greatest challenges for leaders working with cross-generational teams. Keep in mind a couple of workplace communication best practices:
Workers from different generational backgrounds may have vastly different communication preferences. Whereas a Baby Boomer may prefer to speak face-to-face, a Millennial worker may appreciate a simple message or email.
Ideally, leaders would offer a variety of options for communication channels (in-person meetings, video calls, emails, etc.) while setting clear expectations for how and when each should be used.
Regardless of the communication channel used, leaders should use clear and inclusive language free of jargon that gets the main point across as simply as possible.
Across generations, having a sense of psychological safety at work is of the utmost importance. After all, workers who feel they are in a psychologically safe environment are more likely to stick around and perform with confidence and autonomy.
Fostering psychological safety in a cross-generational workplace can accompany its own challenges, especially when workers from one generation feel outnumbered or looked down upon by those from other generations. This is where team agreements — guidelines that all team members in a workplace are expected to adhere to — can make a real difference in setting expectations for social norms and other interactions.
Leaders can turn the tables and lead by example, too, employing strategies like active listening and celebrating diverse perspectives to make everyone feel safe sharing their ideas.
Mentorship can also go a long way in the cross-generational workplace, opening team members' eyes to unique perspectives and ways of thinking.
Leaders might consider, for instance, implementing reverse mentoring programs or two-way mentoring programs. In these arrangements, both individuals serve as mentor and mentee, allowing team members from different generations to learn and grow from one another.
Ultimately, nothing replaces the value of formal documentation surrounding expectations and processes for improving cross-generational collaboration. Every business should have its own playbook that outlines standard operating procedures, strategies for conflict resolution at work, and other processes for maintaining a collaborative and respectful workplace.
Getting cross-generational employees to respect and tolerate one another's differences is one thing, but how can leaders actually encourage them to work together effectively through both synchronous and asynchronous collaboration?
In creating teams for special projects, leaders should take care to ensure they are well represented by different generations and levels of experience. This way, teams can benefit from diverse perspectives and ways of thinking that may lead to improved innovation and productivity.
In holding team meetings, cross-generational employees should also be given options when it comes to preferred formats. A weekly in-person or virtual check-in may be all that is needed, with supplemental updates via email to respect every worker's time. Team retrospectives can also be a valuable tool for reflecting on a project's effectiveness and pinpointing areas for future improvement.
Some other meeting effectiveness tips for leaders to consider include:
Workers across generations may feel more valued in the workplace when they're given ample opportunities to further their skills and hold open, honest career development conversations with management.
Workers from different generations learn sometimes learn in distinct ways, so presenting personalized pathways for skill development is valuable. This may mean offering hands-on workshops for some team members and microlearning for employees who do better with smaller and shorter sessions.
Regardless of preferred learning pathways, leaders should provide personalized feedback on performance and growth based on each team member's unique communication needs.
When new technologies are introduced to the workplace, team members from tech-savvier generations may have an easier time adapting than others. This is where offering inclusive rollouts and plenty of training opportunities can make all the difference in getting everybody on board.
Rather than rolling out new technology to everyone at once, leaders might consider using inclusive phased rollouts that all team members time to learn and adapt to new systems.
In addition, tailored training and support can enhance the accessibility and usability of new technology. If a team member needs help with new tech, consider recruiting another tech-savvy individual to coach them through the process.
Looking to improve employee engagement metrics among cross-generational teams? The following could help:
Today's younger generations value flexible work models that allow them to be productive not just in the office but also in work-from-home and other remote arrangements. If possible, consider offering flexible work arrangements to accommodate team members from these generations.
Different generations may hold different perspectives in regard to work-life balance, too, with younger generations (like Millennials and Gen Z) prioritizing this balance. Regardless of generation, workers' well-being should be considered a top priority across all life stages. When workers feel valued, they are more likely to be satisfied in their work and thus more likely to stay with the company.
Conflict is inevitable in the workplace and when teams from different generations are working together. It's how leaders handle conflict that ultimately matters most.
Cross-generational conflict isn't always obvious, so leaders should be on the lookout for early signs, ranging from increased employee turnover to visible changes in interactions between workers. In these situations, leaders should prioritize finding common ground among employees and brainstorming potential solutions collaboratively.
When addressing cross-generational conflict in the workplace, leaders should use inclusive language that focuses on facts and avoids placing blame. Team members should be instructed to do the same, drawing on active listening strategies to improve understanding.
How will leaders know when they're making a real difference in their cross-generational teams?
There are a few key performance indicators (KPIs) leaders can target, like employee satisfaction and turnover rates to gauge worker satisfaction. They may also look at productivity KPIs to assess the effectiveness of cross-generational teams, including:
Success in cross-generational collaboration doesn't happen overnight. Leaders will need to constantly reassess their strategies and refine practices to yield continuous improvement — and that's OK.
The biggest conception about multi-generational teams is often that age predicts performance or a person's level of tech-savviness. In reality, strengths are highly individual, and leaders should treat preferences not as stereotypes but rather as data, while tailoring roles accordingly.
Leaders might effectively bridge generational gaps by piloting two lightweight rituals:
From there, review progress after 60 days and make tailored adjustments as needed.
A team communication agreement should include details about preferred communication channels (such as chat vs. email), expected response windows, how to label urgent messages, how long meetings should last, and who owns action items.
Conflict is inevitable in a multi-generation workplace, but managers can mitigate conflict by coaching with intent-impact language ("When X happened, the impact was Y; can we try Z?"). Additionally, leaders should clarify handoffs using the RACI matrix and practice offering bite-sized feedback weekly instead of in annual performance reviews.
Reverse mentoring is a two-way exchange, where early-career staff coach on tools and trends, whereas later-career staff focus on stakeholder strategy coaching. This exchange of information can enhance skill transfer between experience levels while building a mutual respect among team members.
Technology rollouts can be made more inclusive by using cross-age pilot groups, offering multiple learning formats (like live demonstrations and one-page documents), and designating "tech buddies." Gathering usability feedback before a full launch can also help address knowledge and training gaps.
Specific metrics that can help leaders gauge cross-generational efforts include engagement scores, voluntary turnover, time-to-decision, cycle time, and meeting load.
Team members may get more out of meetings when they receive an agenda to review at least 24 hours ahead of time. Leaders can also time-box segments, end meetings with clear next steps, and offer brief meeting recaps. When possible, recorded versions of meetings can enable team members to review topics and catch up on their own time.
To accommodate team members at different life stages, consider offering core hours with flexible start/finish dates as well as remote or hybrid work arrangements. Companies may also explore offering phased retirement, returnships, and more predictable project calendars during known caregiving or peak periods.
The most important thing to keep in mind here is to focus on naming behaviors rather than using labels. Likewise, leaders may need to reinforce zero-tolerance policies, offer bystander tools to team members, and escalate patterns to effectively address age bias in the workplace.
Tailoring your leadership and management styles to different generations in the workplace can lead to improvements in innovation, engagement, and problem-solving. The key is to understand your team members' unique needs and remind yourself that each different perspective is valuable. With the right leadership approach, you can confidently inspire and lead teams across generations while tapping into the diverse talents of your workforce.
Interested in sharpening your leadership skills? Check out one of the many business programs offered at Indiana Wesleyan University — from the Bachelor of Science in Business Administration or Entrepreneurship to our Master of Business Administration (MBA). To learn more, contact us or take the next step by applying today.
