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Data from AARP shows that 60 percent of workers report the presence of some type of generational conflict in their workplace. Is that surprising? With so many different personalities, values, backgrounds, and workstyles represented in today’s businesses, it’s no wonder conflicts arise. Co-workers have a difficult time relating to each other even when they have things in common.
It’s also no surprise that older workers don’t understand or relate to the way younger workers prefer to get things done (“Kids these days!”), and younger workers likely feel that older workers, with their “we’ve always done it this way” belief system, might just be getting in the way of real progress.
Multigenerational workforces pose significant obstacles for leadership. But here’s the irony. These types of diverse office cultures are more productive and have less turnover than those without the same diversity. The question is then: how can you lead one of those higher-performing teams?
Popular Misconceptions
There are so many misconceptions about each generation, so let’s get a few of them out of the way:
But, the fact is, each generation possesses specific inherent strengths and, ok, quirks. The Boomers (1946–1964) are collaborative, but generally averse to change. Advances in healthcare have kept this cohort in the workplace for much longer than past generations, especially in part-time roles.
Gen X (1965–1980) is less collaborative, more independent, but also on the bleak side. They were witness to the rise of computers, but are not innately tech-savvy. They also share the qualities of the generations before and after, so they’re more flexible and adaptable. Millennials (1981–2000) comprise 50% of the workforce. They are driven, but they also grew up in an age when youths held a sense of entitlement. Gen Z (1996–2012) is progressive, generally speaking, but also, unlike Boomers, disloyal and less community-oriented. They are also familiar with economic uncertainty, so they often demonstrate a good deal of apprehension and skepticism.
A couple of additional generalizations: Both Gen Z and Millennials have, of course, come of age using technology, while Boomers and Gen Xers began their careers prior to tech. This simple fact has all kinds of ramifications, from aptitude and comfort level to communication and remote work preference. The older folks, as expected, much prefer face-to-face interaction, while the younger groups opt for the instant gratification of messaging.
And here’s something else to consider. Younger and older workers want very different things from their careers. Older generations typically want stability and security, while younger generations are looking for flexibility, personal development, and a sense of purpose.
Stereotypes
While there’s some truth to stereotypes, it’s important not to give in to them. Every person reacts to the milestones of their generations in some way. But when they are treated unfairly, or stereotyped, they feel judged, pigeonholed, and unable to function as their true selves. A 2017 study published by the National Institute of Health found that “employees threatened by age-based stereotypes concerning work performance are less able to commit to their current job, less oriented toward long-term professional goals, and are ultimately less adjusted psychologically.”
Leading in this cauldron of mixed and experimentation is a challenge. But it’s your job to make sure your people are serving in their capacities effectively, that there’s good chemistry underlying everything, and that they’re enthusiastic about coming to work every day. Here are a few things to consider when you’re managing a multigenerational staff.
As a leader, spending your time and energy changing and molding your employees to fit an ideal can be frustrating. Why not shift gears and spend that same effort developing chemistry? Each member of your team is there for a reason. They made it there. They were hired. Now it’s your job to make sure you extract the best out of each one. You can do this in part by understanding not only their inherent skills but their generational aptitudes. Each one has a different purpose, each one holds a different concept of success, and each one lives by different values. Find out how to meld those differences and you’ll soon be leading a successful team.
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