Have you heard, have you heard? There are as many as six generations alive and four are in the workforce right now! Many of us are familiar with the presence of Baby Boomers, Gen X, Millennials, and the ever-growing population of Gen Z, but let’s not forget the remaining individuals of the Silent Generation as well as Gen Alpha, the newest generation, who are starting to pursue summer jobs and internships as they enter high school.
Overwhelmed by this information? Fear not, my friends: while successfully leading a multigenerational workforce may seem like a daunting task, today I will walk through three key strategies any of us can incorporate to effectively embrace and accommodate generational diversity in the workplace. Ready to dive in?
1. Age ≠ Generation
Forgive me for sounding like Captain Obvious, but I’m serious—age does not equate to generation! While this distinction may almost seem counter-intuitive, keep in mind that each generation consists of an entire range of ages. In other words, even within one generation, individuals will be at entirely different age-based points in their life—think of how some Gen Zers just graduated from High School while others might be receiving their doctorate.
As such, when leading and incorporating policies for a multigenerational workforce, bear in mind the nuances of age vs generation. Benefits meant to address age differences might include student loan debt relief for recent Gen Z graduates, while leadership techniques broadly intended to guide multiple generations should recognize how individuals within a generation “had their worldviews shaped by the same key national/global events, trends, and social forces (e.g., economic recessions, wars, social movements, breakthrough technologies)”—think of Millennials growing up in the midst of the technological revolution, for starters.
In short, to more effectively lead multiple generations, we should make ourselves aware of the nuances within generations, including age-based differences. By doing so, we will better be able to accommodate the workplace needs (and even the workplace wants) of our generationally diverse employees.
2. Reframe Generations as Cultures
Jumping right off the last strategy, because generations are identified by the significant historical events that dominated their “formative years,” it can be useful to reframe generational preferences through the visage of cultural norms. Think of how communication styles have changed across generations, with many Boomers and Gen X preferring phone calls and/or in-person communication compared to Millennials preferring email and Gen Z relying heavily on text. The Harvard Business Review puts it best: “Culture informs a common way of thinking that motivates a common way of doing among cohorts of individuals. Cultures give insight into where people are ‘from’ — and so do generations. Just like cultural differences, generational differences can distinguish teammates from one another without dividing them from one another.”
Sometimes all it takes is mentally reframing our understanding of generations to become better leaders for a multigenerational workforce, just as we have been leading increasingly multicultural workforces for decades now! Where leaders embrace cross-cultural humility, they can do the same with generational differences, focusing on curiosity over superiority. Not too complicated, right?
3. Talent Pipeline
One of the most pressing challenges that leaders of multigenerational workforces face is re-developing talent pipelines in order to accommodate the influx of new generations as well as the economic challenges faced by individuals across generations. What do I mean by this? Well, many individuals in senior generations are financially unable to retire from the top positions they currently hold; the in-between generations are stuck in middle management positions as workplace expectations rapidly transform; and the youngest generations have no room whatsoever to advance despite holding the necessary qualifications and more than enough energy. In other words: the talent pipeline is backed up!
Consequently, successfully leading a multigenerational workforce requires reimagining what a talent pipeline can be in a way that honors the contributions of individuals who have been in the workforce a long time while still paving the way for newer employees to make their mark. The Harvard Business Review recommends “creat[ing] meaningful opportunities for senior talent to remain engaged in post-executive roles,” where “[s]uch positions must include more than honorific titles, be positioned as a positive step forward instead of a step aside (or a step back), and carry real value in transferring knowledge, sharing experiences and expertise, and mentoring younger colleagues without the weight and time commitment of executive-level responsibility.” With positions newly opening at the top, individuals of middle and younger generations will have a clear view on the broader pipeline and thus become encouraged by the many possibilities for advancement that await them!
And there we have it: three simple tips for effectively leading a multigenerational workforce. But allow me to conclude with one final piece of advice! Despite the many differences between employees across ages and generations, leaders should bear in mind a key detail that unites many of us: a fear of change. Contrary to the stereotype that younger generations love change and older generations despise it, people from all generations often experience discomfort with change.
When it comes to successfully leading a multigenerational workforce, then, a key strategy is to clearly communicate change—“[s]end out memos, host meetings, or implement an open-door policy that embraces communication,” and encourage employees to reach out with questions! Because when people feel safe to communicate in the workplace, they will feel safe—inspired, even—to stick around and make that workplace into the most productive, most welcoming environment it can be.
It seems like effective leadership for multigenerational workforces is well within our grasp, so together, now—let’s reach out and embrace it!
Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization. Reach her at DimaGhawi.com and BreakingVases.com.
