To start with, a definition to avoid confusion:
· ‘Baby Boomers’ - born between 1946 and 64
· ‘Generation X’ - 1965 to 80
· ‘ Millennials’ (or Generation Y) - 1981 to 94
· ‘Generation Z’ - 1995 to 2009
Generation Alpha is coming - they are still in their early teens, so not yet impacting on the workplace.
Managing Gen Z has been the subject of lots of research. The challenges and opportunities arising with this newest generation of workers differ from those of previous generations. However, it is important not to demonise. The management challenges do not come from one ‘problem’ generation (even though, secretly, everyone thinks their generation is the only sane one), but they are borne from the necessity to manage across generations, with each generation having their own particular needs.
Managing a multi-generational workforce poses challenges that are complex as people continue to work longer and as younger generations enter the professional sphere. It is enormously 𝗽𝗼𝘀𝗶𝘁𝗶𝘃𝗲 that the blend of Baby Boomers, Gen X, Millennials, and Gen Z in the same workplace offers a diverse set of skills, experiences, and attitudes - opening up a wealth of opportunities. The mix of traditional experience and youthful innovation can drive a company forward if managed well. However, this diversity can also lead to conflicts, misunderstandings and disillusionment if not managed properly.
The difference in communication styles across generations is obvious. Older generations prefer personal meetings or calls, while younger generations lean towards digital comms like instant messaging or emails. Adaptable communication strategies are needed to avoid isolating any group.
Work-life balance has become the ubiquitous phrase of the last decade. Millennials and Generation Z workers tend to prioritise work-life balance more than others. This difference in priorities can lead to tensions, as each group may interpret the other's work ethic through the lens of their own generational thinking.
Technology is also a sticking point. Younger generations, having grown up in a digital world, are more comfortable with existing and new technologies. This can lead to frustration when older generations are perceived as slow to adapt, affecting productivity and team cohesion.
Perhaps the most nuanced challenges are the differing expectations around leadership and authority. Older generations are happier with a hierarchical structure and may find it hard to adapt to the more collaborative, flatter structures preferred by younger cohorts.
Despite these challenges, indeed 𝗯𝗲𝗰𝗮𝘂𝘀𝗲 of them, you should be proactive in fostering an inclusive culture that values and leverages the strengths of each generation. By addressing this head-on, you can harness the full potential of your teams.
Given that Gen Z are the most recent group that organisations have needed to adapt to, I will post about their particular idiosyncrasies on Thursday.
I try to meet with, virtually or in person, lots of my business and coaching contacts, and I find this an effective way of keeping up to date with the latest relevant issues. It also helps to ‘ground’ me and encourage me to check in with my own work and approach. Along the way I have lots of discussions about leadership which inevitably entails wildly differing views and opinions.
Out of the proliferation of remote work during and after COVID, a new challenge for organisations has emerged: many important skills are not easily, or cannot be, nurtured through screens. In the traditional office environment, the subtle yet powerful process of learning osmotically plays a critical role. Leaders model behaviours, and employees, often subconsciously, absorb crucial skills such as adaptability, emotional intelligence, and intuitive decision-making. Even resilience can be enhanced through witnessing other people’s coping mechanisms.
Reflecting on what I feel makes a leader truly great, I realise that leadership is generally misunderstood. It should not be about rank or authority;