Struggling To Close The Generation Gap In Your Office?

True story. Over the holiday weekend, my father-in-law was trying to create a Zoom account for a meeting with a new networking group he recently joined. After a few stops and starts (mainly stops), he was in. Of course, I couldn’t help but listen; I was invested.

Everyone started by introducing themselves, what they currently do, and possible career changes they were contemplating. As I was listening, I knew what was going through his head: “Who are these people?”, “I was a partner at a global consulting firm!”, “What can I possibly learn from them?” Well, how to use Zoom as a start…

But there’s more to learn from these new perspectives than just Zoom.

If you haven’t heard of Professor Megan Gerhardt, you need to. In her book, “Gentellignce: The Revolutionary Approach To Leading A Intergenerational Workforce,” she talks about rejecting stereotypes we assign to generations, accepting their differences, and embracing the value each one brings. When we look at potentially five generations in the workplace, they are more diverse than ever before.

Who makes up these generations?

1. The Silent Generation (1928-1945). Respect for authority and hard work. Most have since retired.
2. The Baby Boomers (1946-1964) Fiercely loyal. They prefer traditional workplaces that value structure and rules. They may be planning to retire, stay in the workforce, or start something new. Remember my father-in-law?
3. Generation X (1965-1980). Talking ’bout my generation. Technology was new, and we learned the hard way that work-life balance is needed, especially for first latch-key kids. (Me) Ta
4. Millennials (1981-1996): Having grown up with technology, they are comfortable with digital tools and expect their workplaces to be up-to-date with the latest technology. They look for jobs that provide a sense of purpose and align with their values. You might also observe a sense of entitlement here.
5. Generation Z (1997-2010), also known as Zoomers, is more forward-thinking and probably the most progressive generation. However, they also have increased screen time, which may hinder building strong relationships. (I have two daughters in this category: one is a recent college graduate (through the pandemic), and another is a sophomore in high school. They communicate mostly in acronyms and the thought of actually making a phone call? Well…

Here are a few strategies for managing a multigenerational workforce:

• Challenge Stereotypes: We’re all guilty of this. It’s important to recognize and challenge our own biases and to value the experiences, opinions, and ideas of others, even when they differ from ours. This is how we build trust and foster an open-minded work environment.
• Set clear expectations: Everyone operates differently. To ensure everyone is in alignment, clearly outline job roles and responsibilities and emphasize how they contribute to the overall goal.
• Recognize communication styles: From my experience, this can be the most challenging for managers. Younger generations prefer text, team tools, and voice memos, while older employees might favor face-to-face or phone calls. Understand your employee’s preferred medium and use multiple communication platforms to cater to different preferences.
• Provide flexible work options: Offer flexible work arrangements such as remote work, flexible hours, and part-time options. Generations may have different needs, such as childcare for younger workers or phased retirement for older employees. Ensure that flexible policies are clearly communicated and available to all employees.
• Promote knowledge sharing and mentoring: Each generation brings experiences, preferences, and skills to the team. Create mentoring programs (like mine and my father-in-law’s) where older employees can share their expertise and institutional knowledge while younger employees can provide insights into new technologies and more modern approaches.