Marie Unger, Chief Executive Officer, Emergenetics International.
Today’s workplace looks much different than it did a generation ago—and that’s not just because of remote work or evolving technology like AI. We have five generations coexisting in the workforce. While different perspectives and experiences are a tremendous asset to productivity and innovation, they also introduce complexity, especially for leaders.
One of the most nuanced and under-discussed challenges is the rise of younger managers leading older employees. Whether a millennial is promoted into a supervisory role or a startup has a Gen Z team lead directing seasoned professionals, reverse-age dynamics can stir up a mix of assumptions, expectations and unspoken tension. Left unaddressed, these undercurrents can impact morale, communication and performance.
Understanding what’s behind the friction can increase connection and collaboration across generations.
Traditional Approaches Meet The Modern Workforce
Effective management often meant being directive, authoritative and results-focused in years past. While outcomes continue to matter, some personnel are interested in achieving them differently. Today, many workers expect greater empathy, transparency and shared decision-making.
This shift can be especially challenging for individuals who were raised in more hierarchical workplaces or who now support multiple age groups. A younger manager might feel pressured to “prove themselves” and resort to outdated leadership models, whereas older staff might struggle to adjust to more fluid and employee-driven dynamics.
Benefits Evolve
Another common point of disconnect concerns expectations about workplace benefits. Pensions, long-service awards and clear promotion ladders were standard for earlier generations. These systems provided employees with a sense of security and helped promote long-term commitment.
But nowadays, younger team members have been looking for other benefits to support their needs, including mental health initiatives, parental leave, professional development opportunities and flexibility. While these perks reflect a comprehensive view of well-being, they might not resonate equally across age groups.
What one generation sees as an exciting incentive to improve the employee experience, another might not see as much value in. Organizations that assess the interests of each age cohort and provide a range of options are more likely to engage their staff.
Leadership Expectations Transform
Each generation may see the role of leadership differently. While not every individual will fit into the same mold, recognizing these distinctions can empower you to recognize what your people might need to succeed.
• The Silent Generation is likely to prioritize leaders who are loyal, trustworthy and persistent. With a focus on stability, many members of this group will expect a hierarchical structure and respect for authority.
• Baby Boomers tend to look for capable, strategic and admirable leaders. Many individuals in this generation may view their bosses as “culture beacons” and expect them to be influential, yet distant, according to a study by Great Place To Work.
• Gen X professionals are often appreciative of supervisors who serve as role models and are approachable, according to that same Great Place To Work study. Many members of this age group value hard work and leaders who show up in difficult moments.
• Millennials often seek purpose, meaning and flexibility, as well as the ability to have a positive influence on their company, so they’ll likely gravitate toward managers who reflect these priorities.
• Gen Z is looking for a sense of belonging and a welcoming environment. Many members of this generation place a high value on emotional intelligence, humility and the space to be heard.
The Path Forward: Leading A Multigenerational Workforce
Adapting your approach to support your employees is well worth the effort. It presents a powerful opportunity to build stronger, more productive workplaces where staff are valued and can use their collective strengths to drive results.
To elevate your leadership style, follow five steps:
1. Lead with curiosity, not assumptions.
Remember, generational tendencies are just that: tendencies. Every person has distinct preferences, so have open conversations about work style, communication preferences and values. Ask your team members what motivates them and how they like to be supported. You might be surprised by what you learn and how much is shared across generations.
2. Co-create the culture.
Instead of enforcing the idea that there is only one “right” approach to work, involve your team in shaping norms together. Set expectations that reflect both modern flexibility and the need for consistency. Balance innovation with respect for structure and, most of all, respect for one another.
3. Offer context and clarity.
Transparency builds trust. Explain the “why” behind changes or decisions, especially when legacy processes are being phased out. Providing rationale can help employees who may be attached to past ways of working feel respected and included in the transition.
4. Normalize mutual mentorship.
Every generation has something to teach and something to learn. Reverse mentoring is an incredible team-building tool to promote this understanding. Pair newer leaders with experienced employees so staff can benefit from one another’s innate strengths and insights.
5. Invest in cross-generational training.
Fifty-nine percent of personnel who responded to a SurveyMonkey poll said training improves their overall job performance. Navigate differences more effectively by identifying professional development programs for employees of all levels that focus on communication styles, self-awareness and emotional intelligence. Doing so will equip personnel with the soft skills they need to collaborate successfully.
Leaders, when you view the multigenerational workforce as a gift, rather than a challenge, you have the potential to unleash new levels of performance. By embracing what can be learned from employees of all ages, you will find ways to use the perspectives, strengths and experiences of your staff to propel your organization forward.
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