5 Tips for Navigating a Multigenerational Workplace

What happens when your longtime manager leaves or you start a new job, and your new supervisor is 20 to 30 years younger than you?

 

There’s a good chance both you and your new manager have misconceptions about each other’s work ethic and communication styles due to the ageism many of us unwittingly carry.

 

Media depictions have long perpetuated the myth that younger people are more relevant and engaged in life than people over 50, says Sharon Blumberg, founder of I’m Not Done Yet, a career coaching and training firm located in Parkland, Florida.

 

But ageism isn’t limited to attitudes towards older workers from younger coworkers. Experienced employees may also have unfair biases aimed at younger workers. With good communication from the outset, workers of all ages can navigate a diverse, multigenerational workplace and set aside assumptions.

 

Keep reading for five tips to work effectively across the generational divide.

We all have our own working style, communication preferences and factors that motivate us. Some of those traits are influenced by generational differences, says Carolina Caro, CEO of Conscious Leadership Partners, a firm in Pasadena, California, focused on cultivating multi-generational workplaces.

 

Generation Z (born 1997-2012), millennials (born 1981-1996) Generation X (born 1965-1980) and baby boomers (born 1946-1964) grew up and entered the workplace during different eras with distinct technologies and expectations for communication styles and work-life balance. “The first challenge is that these [generations] are going to look at life very differently,” Caro says. These contrasts and biases can create tension and conflict if unaddressed.

 

Caro recommends holding a team meeting where employees and managers discuss their preferred communication styles so employees of different generations can better understand each other’s preferences.

 

“Ask the individual about ways they like to be challenged and motivated, because that might not be the same for everyone,” Caro says.

 

It’s unfair for a younger manager to assume an older employee isn’t good with technology or won’t stick around because they’re counting down to retirement. “Many of the older generation want to get reengaged. Some are starting new careers,” Caro says.

 

Maybe the 50+ worker prefers more face-to-face or phone communication, while the younger worker prefers texting or messaging on Slack. But don’t assume that’s the case. “We don’t know that this baby boomer might not also love Slack,” Caro says.

 

From older generations, Caro often hears that Gen Z is lazy or doesn’t want to work, or assumptions that a younger manager doesn’t know enough to be in the position.

 

“Rather than having those assumptions, let’s just ask people what their preferences are,” Caro says. “A lot of the times, we skip over that part and then we just face the problems when they happen, rather than having a conversation about it before it happens.”

If you’re a baby boomer reporting to a younger manager, Blumberg recommends approaching the relationship with the attitude of “how can I be of value?” Let the younger manager know how you can leverage your years of experience, talent and knowledge to help them and the company. Ask how you can make their job easier.

 

Conversely, if a younger manager is adept at using new technologies such as AI (artificial intelligence), sharing tips and knowledge with seasoned workers who want to improve their skills can benefit both parties and the work environment. “There’s the opportunity for cross learning,” Caro explains. “Why not take it as ‘I can learn from you and you can learn from me.'”

 

“Everyone, regardless of their age, wants to feel relevant in the workplace and valued for their work,” Blumberg says. “The way to mitigate biases is to communicate.”

 

It’s not in the best interest of any company or manager to assume a 50+ individual won’t be the best candidate to lead a technology initiative, Blumberg says. She’s witnessed seasoned workers get passed over for opportunities because a much younger manager assumes older workers won’t be quick to learn new technologies.

 

The same goes for an older manager excluding younger workers from projects because of biases 50+ workers may have, such as assuming Gen Zers don’t want to pay their dues and don’t have the same work ethic as them. For example, the manager may wrongly assume that a Gen Z employee won’t be willing to commit to a project that will require long hours.

 

“The manager needs to look at who has the experience, temperament and willingness to step up and lead this initiative, regardless of age,” Blumberg says.

 

Not every baby boomer is just clocking in until they retire, and not every Gen Zer is averse to hard work or a phone conversation. Each generation needs to unlearn what they may assume about people from other generations and start to see coworkers or managers as individuals, Caro says.

 

Part of unlearning is taking a close look at our biases when they arise. “Each generation has strengths that they bring to the table, and every generation has things that they need to look at and unlearn that are not productive for the workplace,” Caro says.

 

It’s a disservice to lump all baby boomers, millennials or Gen Zers in the office into one generational category, Blumberg says: “We each have some inherent biases, but that doesn’t mean our behavior should reinforce them.”

Do you wonder about your own workplace generational biases? Blumberg recommends taking the Implicit Association Test at Project Implicit, a nonprofit organization dedicated to educating about biases, including age bias. The different tests measures attitude you may have but aren’t always willing or able to acknowledge.