Blog Posts
The Power Playbook: How to Harness the Bases of Organizational Power to Build a Trust-Fueled Workplace
Trust in the workplace is like grease to a wheel—it keeps things running smoothly. From driving more effective communication and …
We’re living in an age of unprecedented generational diversity in the workplace. The workforce currently has multiple generations working side-by-side, from baby boomers with decades of experience to Generation Z employees just starting their careers. While multigenerational teams can be a huge asset, they can also bring challenges for today’s leaders. Each generation has unique perspectives, communication styles and expectations, which can lead to friction between employees if left unchecked.
Generational differences, however, are not weaknesses. They’re opportunities. Leaders who learn to recognize and leverage these differences can create environments where collaboration and innovation thrive. Learn how to bridge generational gaps and transform diverse thinking into collective strength.
, Understanding how different generations think and work enables leaders to foster stronger connection, communication and collaboration within their team. As such, it’s crucial that leaders take the time to truly understand the generational differences on their team and how those differences shape how their people might show up at work.
Generational awareness isn’t about memorizing stereotypes, but developing the insight needed to connect with your employees as individuals. Here’s a snapshot of the main generations in today’s workplaces:
It’s important to remember that the above are just starting points that can help you understand where someone might be coming from, but they should never replace getting to know the person. True leadership means seeing the individual, not the generation.
Knowing the general tendencies of each generation is only half the battle. The real work is in your daily actions as a leader. The following tips help you meet your multigenerational team where they are and build a culture of trust and respect.
Every person has unique preferences regarding work communications, structure and style, regardless of generation. Some employees prefer working independently, while others enjoy collaborating. It’s important to discover each team member’s preferences by asking them directly. This prevents guesswork and shows that you respect their individual needs.
During one-on-ones, ask employees how they prefer to communicate, receive feedback and organize their day. Do they want a quick chat or a detailed email? Do they prefer real-time updates or a weekly summary? Once you know the answers, honor their preferences whenever possible to build trust.
While Gen Zers often favor quick and informal instant messaging, baby boomers frequently prioritize the efficiency and clarity of a phone call. Adapt your communication style to the person and situation to ensure your message lands. Generally, when people get information in their preferred format, they process it more effectively and can act on it faster. Personalized communication also removes unnecessary friction from daily interactions, helping team members feel more supported.
Generational perspectives can lead to different interpretations of workplace vocabulary. For example, “urgent” might mean “drop everything” to a baby boomer but “by end of day” to a younger employee. Clearly define what words like “ASAP” or “success” mean for your team and create standard rules for meetings, deadlines and project updates. Clarity prevents the frustration that comes from unwritten rules and misunderstandings and keeps everyone on the same page.
Do you sense tension or dissatisfaction among any of your team members? Don’t wait to address it if you want to keep them engaged. According to Gallup, millennials and Gen Z employees have experienced a dramatic decline in engagement over recent years, partially due to feeling less cared about by their employers.
You can increase engagement among all workers by creating a safe space where they can talk about concerns or challenges. Be sure to check in regularly and look for any signs of frustration, like missed deadlines or pessimism, and address them promptly through an open conversation. Addressing issues early keeps the team aligned and focused.
According to a 2025 Ernst and Young (EY) survey, all generations want flexibility at work, but define flexibility differently. For example, millennials describe flexibility as having more flexible work hours, while baby boomers say it means autonomy in how they organize their work. Consider how you can offer more flexibility to team members to suit their different life stages and demands.
Let a parent start their day later if possible, or allow another employee to work in the evening if that’s when they perform at their best. Flexibility shows you trust your team and respect their lives outside of work.
Your youngest employees often bring digital fluency, while your most experienced team members possess the organizational wisdom and client relationship skills that only time can build. Consider what each person does best and create opportunities for them to shine. This might mean letting the digital native teach the team about a new software tool or having a senior employee with deep client knowledge mentor a junior team member.
When you harness individual strengths, it makes every person feel valued for the unique contributions they bring, which boosts both confidence and performance.
When building project teams, intentionally mix people from different generations so they don’t automatically form comfortable groups. Working together on a shared goal is one of the most effective ways to break down stereotypes that employees might hold about one another. It also sparks new ideas that would never happen if everyone stayed in their own generational silos, and it creates opportunities to build mutual respect.
Gen Zers and millennials typically crave continuous, real-time coaching, while Gen Xers and baby boomers are often accustomed to less frequent, formal performance reviews. Still, everyone has their own preferences when it comes to when and how they’re given feedback. The only way to know these preferences is to ask.
Ask each team member if they prefer feedback in the moment or during scheduled check-ins. Some may want immediate correction, while others need time to process mistakes. Providing feedback in the way employees want it is important because it increases the likelihood that they’ll appreciate the guidance and use it to improve their performance.
Assuming every Gen Z employee is a tech wizard or every baby boomer resists change ignores the unique competency and motivation levels of the actual person. Therefore, it’s best to treat people based on their specific skills and needs for the task at hand, not their generation.
Considering each person’s performance needs is the core of effective leadership because it acknowledges that everyone’s ability and willingness vary by task. The Situational Leadership® Model teaches that leaders must adapt their style to the Performance Readiness® level of the individual. This ensures everyone gets the exact right amount of direction and support they need to succeed.
While younger generations often prefer bite-sized, video-based microlearning, older employees may want structured instructor-led sessions or detailed written guides. Offer training and development opportunities in multiple formats, such as self-paced videos, interactive workshops and written guides. By offering a range of learning options, you give everyone a fair chance to master new skills in a way that works for them.
With all the life experience they have, senior leaders often possess soft skills like emotional regulation and problem-solving, as well as an understanding of business strategy. Meanwhile, junior employees might keep track of emerging technologies and cultural trends and can bring new ideas and opportunities to the table.
Move beyond the traditional top-down mentorship model and create pairs where older and younger employees can teach each other. This combination can lead to employee growth and well-rounded ideas.
Leading a multigenerational team isn’t about fixing people or asking everyone to act the same. It’s about seeing the person behind the generational label and adapting your approach to meet their needs. The best leaders understand that differences in perspective, skill level and experience are a competitive advantage that can fuel collaboration and innovation.
How can you harness the differences in a multigenerational team? It takes intentional and adaptable leadership, which is what the Situational Leadership® Essentials course is all about. This course equips you with the tools to diagnose Performance Readiness® with any employee so you can provide what your team needs to drive results. Contact us today to learn more about how your organization can benefit from our course when leading multigenerational teams.
