Address generational differences at work: 3 ways to bridge the gap

We all know Baby Boomers fear technology and Millennials need a trophy every month, right? Not so fast!

While oversimplifications of generations abound – from books and articles packed with “expert tips” to pigeon-holed portrayals in music, TV and film – there is surprisingly little research-based consensus on true generational differences in the workplace.

Despite the abundance of advice on intergenerational conflicts, the journal Work, Aging & Retirement observes, “there has been little effort to examine the nature, causes and reactions to such conflict empirically.”

Generational differences research

Research from the 1950s to today does indicate that people who share common cultural experiences or events “during crucial formative years” also tend to share a basis for “future attitudes, thoughts, and behaviors.” However, beyond this, much that is taken for generational truths are mere generalizations and stereotypes.

Whether reality or myth, what we believe about each other colors our expectations, reactions and judgments as we interact in the workplace. When only shallow understanding outside one’s own generation is the norm, it is inevitable that misperceptions will arise, potentially damaging workplace culture and productivity.

Today, with at least four generations (Boomers, Gen X, Millennials and Gen Z) in the workplace, age diversity is a largely untapped resource that nearly all employers possess – yet too few have realized its full potential.

Cultural leadership required

We find that few leaders today have training in place to lead and manage different generations. From our experience working with employers – whether in manufacturing, logistics, clerical or truck driver roles – we have distilled best practices applicable to all. The most effective preparation for avoiding intergenerational conflicts contains three vital elements:

• uniting around a common purpose
• building a foundation of trust, and
• establishing a work philosophy of accountability and continuous improvement.

As we delve into each of these three aspects below, bear in mind that culture is the outcome of leadership behaviors, and intergenerational diversity requires support from the top. Don’t underestimate the value of simply stating and communicating your support for diversity (doing so also helps propel actions to follow).

Prioritize culture from the very start. When hiring and growing your team, seek out leaders who can thrive in the culture you want. Look for people with high emotional intelligence (EQ), who are self-aware and coachable. Prioritizing these traits helps ensure your team has the capacity to work through conflicts if and when they occur.

Unite around a common purpose

The best way to resolve intergenerational conflict is to build something greater – a common purpose.

Without vision, it’s easy for small grievances to fester; yet people united around a higher intention or objective can show remarkable ability to “not sweat the small stuff.” All humans seek meaning and most of us will readily set aside differences in pursuit of something higher. This principle is widely acknowledged. In “Strategies to bridge generational divides at work,” Harvard Business Review noted the need to “build and capitalize on a shared sense of purpose.”

The COVID-19 pandemic only deepened workers’ desire to find meaning and purpose in their work. According to a McKinsey survey, “Nearly two-thirds of U.S.-based employees said that COVID-19 had caused them to reflect on their purpose in life. And Millennials were three times more likely than others to say they were reevaluating the type of work they do because of the pandemic.”

Dive in D.E.E.P. cited another study: “A study by LinkedIn revealed that 49% of employees would trade part of their salary to add more purpose to their current role. Not only that, but purpose-driven employees are also 30% more likely to demonstrate high performance and twice as likely to positively promote their employer without prompting.”

Build a foundation of trust

Be intentional about beginning – and sustaining – relationships. Team building works best when started immediately upon hire, but it is never too late to begin and to grow.

Onboarding

One approach we have used successfully to onboard new hires featured a 12-week “drip” campaign highlighting different aspects of the company culture. It began with a video of the CEO offering a warm welcome. Each week, new hires received a different touchpoint, including games, surveys, messages, fun facts about leaders, and more – all delivered in a lighthearted tone. Responses to 30/60/90 day surveys saw progress in positive responses such as, “I have what I need” and “My manager supports me.” Engagement scores increased over time and retention/turnover at 90 days and a year all showed improvement.

An onboarding buddy is another great way to build teams by providing a person who focuses on cultural integration, helping the new hire understand unwritten rules and social nuances, even making introductions. This can be especially helpful in breaking down barriers to inclusion of diverse associates.

Getting to know you

Many programs can be effective. One that we like is the DiSC program, which measures four aspects of personality: dominance (D), influence (i), steadiness (S) and conscientiousness (C). We typically have a new hire complete the profile, which provides them and their manager with tips to prepare for working successfully within teams in the organization. Similarly, author and business management expert Patrick Lencioni has an ice breaker exercise that asks participants to share insights from their childhood.

Maintaining connections

Whether remote or in office, leaders set the tone to help colleagues connect and to avoid siloes. Build a regular cadence with a mix of ways to gather – to work, celebrate, and share. Without scheduling and sometimes gently requiring participation, it may not just happen naturally.

As leaders facilitate these opportunities, it allows people to set aside preconceptions and begin to encounter new things – the attributes, talents or experiences each person brings. Sure, misunderstandings can occur, but something magical often happens when diverse teams can gather and learn about each other. New bonds and partnerships can grow. People may recognize new and unsuspected abilities in others, perhaps even things that counterbalance their own. This is the foundation of building a team capable of greater solutions or outcomes than they could achieve alone.

Mentoring – formal or informal

Your Gen Z workers may be in their very first job, so how can other team members help them contribute and grow? Dive in D.E.E.P. observes that, “67% of organizations report increases in productivity related to mentoring, while 55% of companies believe that mentoring is positively correlated with increased profitability. Mentees are promoted five times more often than those without mentors, while 25% of employees enrolled in a mentoring program receive salary grade increases (compared to just 5% who aren’t mentored).”

Often, a mentorship is an intergenerational collaboration, and this can be an enriching experience for all, bringing greater meaning to the work culture and experience.

Establish a team philosophy

To put all these great intentions into practice, teams need a guiding philosophy. Don’t assume you have one – or that everyone knows what it is. Instead, make time to sit down and talk about it. How will you build a culture of accountability that drives continuous improvement?

A mantra that guides our approach is, “You cannot manage or improve what you cannot measure.” Don’t be afraid to set goals, track progress, hold yourself and others accountable and work together to look fearlessly at what is falling short and where you need to improve.

Patrick Lencioni’s book, The Five Dysfunctions of a Team, is one example of a working philosophy that provides pragmatic ways to address conflicts or setbacks that occur. Whether a conflict or obstacle is rooted in an intergenerational difference or not, adopting a framework that your team knows and understands provides a way to address challenges as they arise.

For example, a Gen X employee who’ve defined work for decades as the daily commute to and from the office, may not greet remote or hybrid work as a legitimate approach.

By returning to the principles of our accountability framework, we can assess productivity, culture and other factors from a shared philosophy. The result may be a compromise; for example, if productivity is strong for WFH workers, a hybrid test may be worthwhile, while new approaches may be needed to address culture.

Similarly, managers and their direct reports – which can include older reporting to younger as well as younger reporting to older combinations – can use the working philosophy to assess the issue of performance feedback.

Together, they can arrive at the best tools, tactics and expectations to provide the level of input that works best for both. For example, a Boomer planning on monthly in-person meetings, working with a Millennial who expects daily, digital discussions, might find that a weekly connection in person combined with a private chat channel for daily exchanges, provides optimal results that work culturally for each.

Building bridges – an ongoing process

Over the course of a career, each person may work with several generations, each bringing their own backgrounds, experiences, attitudes and expectations. Intergenerational diversity can be a superpower, enhancing culture, innovation and business continuity. The proven practices discussed here aim to empower employers, not merely to quash conflict but to proactively develop teams that deliver outstanding performance.