The Secrets to Effective Multi-Generational Leadership
For the first time in modern history, there are five generations in the workforce. Millennials outnumber Boomers and Gen X-ers while Gen Z is starting to flood the workplace. The old top-down structure is starting to erode and an estimated 1 in 3 people works for someone who is younger than they are. On top of that, technology is evolving so quickly that each generation thinks and works differently. What does this mean for leaders? It’s more important than ever to understand, communicate with and draw out each generation’s perspectives and strengths.
This can be challenging, but it’s also very exciting. In my experience, discovering multiple lenses through which you can more clearly see different perspectives has been a winning strategy. I’ve learned the benefits of asking open-ended questions rather than yes/no questions and listening carefully rather than planning a response while someone else is talking. This has helped me train myself to listen longer and leave more time for curiosity and discovery.
If you want to be a more effective multi-generational leader, here are some helpful tips to consider:
Foster open communication: Open communication must be an intrinsic part of your organization’s culture. This can be difficult at times, but with leadership commitment and employee training and practice, open communication can be front and center.
I’ve previously written about the role that open communication can play in building a respectful on LinkedIn. As a leader, creating opportunities to listen empathetically and engage in regular, authentic dialogue with teams cannot be underestimated, especially when it comes to generational differences. The more open and honest you can be, the more teams will understand that their unique ideas and opinions are valued.
Embrace diversity: My time working within the tech industry has shown me that diversity in experiences, thoughts, geography, and backgrounds leads to the make-up of great teams and outcomes. If a company or a team doesn’t include and accept the diversity of its people, innovation fails, and employees are left disengaged. That is why it is essential to consistently celebrate the differences and actively encourage collaboration and learning from each other.
Adapt to different communication styles: Different generations may have different communication styles. Some prefer face-to-face meetings, while others prefer emails or text messages. It can be extremely helpful to adapt your communication style to the needs of your team members. The most effective leaders know how to bridge communication boundaries and enable employees to break out of their silos.
Provide mentorship opportunities: Create opportunities for mentorship and reverse mentorship. Encourage older workers to share their knowledge and experience with younger workers, and vice versa. As a mentor honesty is crucial. People aren’t coming to you so you can validate how great they are. They’re coming to you because they see you as a source of knowledge to help them achieve their goals. Don’t take your role as a mentor lightly; knowing that you’re really helping someone can be a huge source of motivation and positive change.
Be flexible: Be flexible in your management style to accommodate the needs and preferences of different generations. For example, younger workers may prefer more autonomy and flexibility in their work schedule, while older workers may prefer a more structured approach.
Leading distributed teams for many years (even before the pandemic) has shown me that decisions around work flexibility as a part of the overall corporate culture must come from the leadership level to retain and draw in talent. Leaders must be bold and lead differently to properly manage distributed teams working from a variety of locations and office configurations. At the same time, bringing teams together in person may be necessary at times, but it must be done in a meaningful way that creates a value less likely to be achieved otherwise.
Facilitate opportunities for learning and development: Leading a multigenerational team means creating a community of knowledge-sharers, where everyone feels comfortable putting forth ideas, experiences and expertise. Provide opportunities for training and development that encourage an exchange of ideas and help team members further develop their skills and their careers.
When leading a multigenerational workforce, remember that each employee is more than a generational label. A successful workforce means recognizing the individual beyond the group by listening carefully, communicating openly and staying flexible. When leaders welcome a diversity of viewpoints and experiences and commit to creating a unified culture of belonging and ownership, the strength of multiple generations can be extremely powerful.
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