Real Talk About Leading Multigenerational Teams
A few months ago, my twin sister Tracy and I facilitated a session with a leadership team made up of Baby Boomers, Gen Xers, Millennials, and a newly hired Gen Z product lead. What started as a simple conversation about internal workflows turned into a full-on cultural disconnect.
The Boomer CEO felt the younger team members were not taking enough accountability and were being too deferential to leadership. Meanwhile, the Millennial and Gen Z team members felt like their ideas were being quickly dismissed, so they decided to keep quiet. The tension wasn’t about the work, it was about how different people communicate, make decisions, and define respect.
Unfortunately, moments like these are daily occurrences with multigenerational teams and they’re entirely avoidable.
Today’s workforce includes as many as four generations, each with different perspectives, communication styles, and expectations. For senior leaders, this diversity can either be a massive obstacle or a unique competitive advantage.
And let’s state the obvious: There are patterns—not absolutes—when it comes to generational behavior. Every person is unique, and generational traits are tendencies, not rules. The best leaders stay curious and flexible, while also recognizing the patterns that shape how we show up at work.
Baby Boomers (born 1946–1964, age 60–78)
What to expect: Boomers often built their careers in hierarchical, face-time-heavy cultures. They value hard work, loyalty, and a clear chain of command. Many are in senior leadership roles and expect that experience should be valued and respected.
How to communicate effectively:
Use face-to-face or phone communication when possible
Show appreciation for institutional knowledge
Don’t skip over context; they want to understand the rationale behind decisions
Generation X (born 1965–1980, age 44–59)
What to expect: Often called the “middle child” generation, Gen Xers came of age during economic uncertainty and corporate restructurings. They value independence, pragmatism, and efficiency.
How to communicate effectively:
Be clear, concise, and avoid fluff
Offer autonomy and accountability, not micromanagement
Provide big-picture context for how their work contributes to the mission
Millennials (born 1981–1996, age 28–43)
What to expect: Now in mid- to senior-level roles, Millennials value purpose-driven work, transparency, inclusion, and work-life balance. They’re used to digital communication and expect regular feedback.
How to communicate effectively:
Use Slack, Zoom, or similar tools for quick, real-time updates
Be open to collaborative decision-making
Tie their work to the organization’s broader mission and values
Generation Z (born 1997–2012, age 12–27)
What to expect: As the newest members of the workforce, Gen Z brings fresh ideas and high digital fluency. They expect flexible work, mental health support, and honest communication. They also want their contributions to matter now, not in 10 years when they’re in the C-suite.
How to communicate effectively:
Use visual and quick formats (voice notes, bullet points, DMs)
Be transparent and inclusive—don’t sugarcoat or withhold info
Invite feedback and co-create solutions
Want more communication tips that work across roles and generations? Check out How to Give Feedback Without Making People Hate You.
What good cross-generational communication looks like in action
I once coached a Gen X VP who was frustrated by her Gen Z reports “slacking off” because they logged off at 5:00 PM sharp. When we dug into it, we found she was projecting her own experience—working late to prove her worth in the ‘90s—onto her team.
I helped her reframe her expectations, clarify deliverables and deadlines, and set a weekly check-in to talk about progress instead of presence. The team’s output improved, and so did their trust in her.
Sometimes, cross-generational friction just emerges from unspoken expectations and—if it lives in your head, you’re creating guesswork for your colleagues. Clear communication is the fix.
Why multigenerational teams are an asset
Research from McKinsey and AARP shows that age-diverse teams make better decisions and are more innovative. Different life experiences = richer problem-solving.
But these benefits only emerge when leaders cultivate understanding and adaptability. Instead of expecting one “right” way to work, embrace your role as a translator and bridge-builder.
Multigenerational teams work best when:
Everyone feels respected, heard, and seen
Communication preferences are acknowledged, not judged
Goals are clear and performance is measured by results—not outdated norms
Leading across generations takes curiosity, not conformity
You don’t need to learn TikTok trends or start writing emails like a Gen Zer to lead well. What you do need is curiosity, clarity, and a willingness to meet people where they are.
Your best hires, strongest teams, and most resilient culture will likely span generations - and that’s a good thing!
If you’re navigating friction across your leadership team—or trying to build alignment across age groups—we can help.
When generations collaborate, the result is greater than the sum of their parts. The gap between generations isn’t a threat; it’s an opportunity to lead with more intention. Let’s bridge it together.
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