Strategies to help manage and lead a multi-generational team

Written by Chelsea C. Williams, Founder and CEO of Reimagine Talent Co.

One of probably the most urgent challenges facing managers today is the effective management of multigenerational teams. The five generational cohorts in today’s workplace – Traditionalists, Baby Boomers, Gen Xers, Millennials and Gen Z – each bring unique experiences, values ​​and approaches to work.

Fostering harmony and collaboration amongst these diverse cohorts is crucial to business and team success.

As founder and CEO, my team and I work with leaders and managers who struggle with multigenerational team dynamics. As retirement patterns change, persons are working longer than ever before. Baby boomers and traditionalists proceed to work due to the Covid-19 pandemic and financial needs; this is particularly true for communities of color. Meanwhile, Generation Z is hungry for opportunities to quickly advance and take up management positions. All generations can easily change into frustrated by the lack of information of younger or older colleagues.

All organizations can profit from learning to lead across generations to construct, engage and retain a multi-generational workforce.

Understanding every generation

First, let’s take a moment to explain what generational evaluation means and the way it is used to shape insights into different cohorts of today’s employees and workplaces.

Now let’s do it take a have a look at Pew Research Center findings about every generation ia several features that influence their work style and expectations towards managers:

Generation Z, born between 1997 and 2012:

• Accustomed to changes and expects them within the workplace.
• Values ​​personal interactions.
• He seeks feedback continuously and on an ongoing basis.

Millennials, born between 1981 and 1996:

• He wants to be coached and mentored.
• I prefer training based on cooperation and technology.
• It have to be consistent with the corporate’s values.

Generation X, born between 1965 and 1980:

• Views change as a tool to seize opportunities.
• Applies a hands-off management policy.
• He is enterprising and results-oriented.

Baby Boomers, born between 1945 and 1964:

• More restrained in communication style.
• Values ​​traditional instructor-led courses or self-paced learning tools.
• Appreciates managers who act ethically, truthfully and consistently.

Traditionalists born before 1945:

• He believes in hierarchical management styles.
• Has a strong work ethic and loyalty to his employer.
• Slow to adapt to latest technology.

Values ​​vary by generation

First, keep in mind that worker values ​​vary by generation. What constitutes success, success and recognition within the workplace varies significantly between generations. Therefore, adopting a one-size-fits-all management approach shouldn’t be effective. Instead, managers must adapt their strategies to address the various needs and expectations of every generation.

At Reimagine Talent, we see our clients diversify advantages options equivalent to retirement, 401(K) savings and student loan repayment to attract the eye of younger and more experienced employees.

We’ve heard from many students and early-career individuals who make decisions about where to work based on the organization’s social image, commitment to “doing good,” and team diversity. Many Gen Zers from underrepresented communities have said they don’t need to be the “one and only” minority representative at a company.

Moreover, external realities equivalent to social, political and environmental aspects influence each generation in another way. While older generations could have experienced similar challenges in today’s wars and economics, younger generations like Generation Z confront these issues from a fresh and inexperienced perspective. Understanding how these external aspects shape each generation’s worldview is critical to effective leadership.

Different communication preferences

For managers from older generations, integrating Generation Z and Generation Alpha (born entirely within the twenty first century) into their teams requires understanding the changing nature of labor. There are significant differences in the way in which younger generations access and use information compared to their predecessors. Platforms like YouTube and TikTok play a key role in shaping their perceptions and behavior. According to SocialPilot, i.ethis an estimated 96% of Gen Z and 87% of Millennials within the US have a YouTube account.

Managers must tackle a dual role: supervising and leading junior team members, providing mentoring and coaching, while sharing best practices to support their skilled development. By bearing in mind changing trends and preferences of younger generations, managers can create an environment conducive to cooperation and development.

What resonates with one generation may not please one other. Use a number of methods, from in-person and written interactions with older generations to chat platforms and short video announcements with younger employees.

Consider expanding your team’s technique of communication and, most significantly, ask each team member what communication works best for them. In cases where your team could also be hybrid or fully distant, specializing in clarifying communication becomes essential in constructing a strong team culture.

Challenges facing elders vs. Younger generations

Another vital factor to consider with a multi-generational team is the private challenges which will impact their work, funds and mental health. Be aware of life stages and challenges and offer resources and guidance to help your team navigate them.

Personal funds, economic climate/employment opportunities, mental health and climate change concerns impact younger generations. Everyone, especially younger generations, is experiencing a deepening mental crisis. The A thriving Psychology Center reported that 1 in 4 Gen Z and Millennials said their mental health had worsened in 2023, and greater than half reported that they were or had been in therapy. Managers must be mindful of mental health needs and be willing to provide reasonable accommodations for certain team members.

On the opposite hand, older generations experience concerns about reaching or attaining retirement, receiving a fair wage as they age, job flexibility to decelerate or reduce working hours, and the stress of using advanced and latest technologies. In recent Schroeders retirement survey61% of unretired Gen Xers weren’t confident they might achieve their dream retirement, and 84% of Gen X respondents were concerned or fearful concerning the lack of normal paychecks. Many older employees plan to work so long as possible, just because they’ve to. Managers can help alleviate a few of this stress by providing financial resources and having open, honest conversations about job security.

Build a culture of inclusion

One generational shift that has created tension within the workplace is increased conversation and motion around diversity, equality and inclusion.

Fostering a culture of diversity, equality and inclusion is crucial to ensuring that each one generations feel supported and valued at work. Well-executed diversity, equity and inclusion initiatives function a bridge to connect individuals with differences in pursuit of a common goal. For example, Employer Resource Groups (ERGs) are a wonderful means for organizations to help create a supportive environment and support business priorities. For certainly one of our clients at Reimagine Talent, ERGs help connect generations through advanced educational programs offered to all employees. During Disability Awareness Month, three ERGs worked together to shine a light on accessibility at work and provided practical resources to help employees advocate for individuals with disabilities.

Advice for millennial managers

As a Millennial founder and CEO, I fall in the course of the generational spectrum. I used to be challenged with managing the dynamics between junior and senior team members. I learned how vital it’s to remember different experiences and approaches to work. I’ve learned a lot on this journey and seen my leadership skills evolve by simply asking questions, being flexible, and being transparent.

Building on established best practices equivalent to respect, timeliness, and thoughtfulness, Millennial managers should remain open to changing trends amongst Gen Z team members, equivalent to using artificial intelligence technology and the gig economy. Flexibility, adaptability and a willingness to embrace change are essential for millennial managers leading multi-generational teams.

Every generation brings value to your organization. The importance of multigenerational diversity extends beyond your internal teams. As employees and consumers, all generations play a dual role in shaping business success. A multi-generational workforce provides a competitive advantage by offering a deeper understanding of diverse consumer segments. By leveraging insights from different generations, you possibly can create strategies that appeal to today’s growing customer segments.

Managing multi-generational teams requires self-awareness and the willingness to construct a bridge in your team! Managers can cultivate team harmony by recognizing and leveraging each generation’s unique strengths and preferences to increase organizational productivity, innovation and success in 2024 and beyond.

Chelsea C. Williams, entrepreneur, workplace educator and mentor, is the founder and CEO of Reimagine Talent Co., a national talent development company based in Raleigh, North Carolina. Its national team provides employers, educational institutions and nonprofit organizations with effective HR and profession development solutions that support worker engagement, development and retention.

Chelsea is a trusted contributor to CNBC, , and , specializing in leading multigenerational teams and the event of Gen Z. She is the recipient of a 2021 Next 1000 Award, a 2022 Tory Burch Entrepreneurial Fellow, and a 2023 Entrepreneurial Impact Award from J.P. Morgan Chase Commercial Bank and Women Presidents Organization (WPO). Her passion is redefining workplaces through innovation and integration.

Chelsea is headquartered in Raleigh, North Carolina.