I am increasingly interested in the challenges and opportunities presented by multi-generational workforces.  Within the past twenty years, at least two new cohorts of workers have entered the workplace, and the great recession, COVID, inflation and interest rate adjustments, and general improved health and longevity have contributed to an unprecedented employment reality of workers spanning an age difference of 50 years operating side-by-side.  And in the case of the older generation, it isn’t necessarily the case that the oldest workforce cohort is “in charge”.  This leads to a complexity of expectations, behaviors, values and norms, and general outlook on life throughout the workforce.

In a previous blog post, I analyzed the challenges posed by the entrance of the Millennial cohort into the workforce at large.  Numerous periodicals and think tanks had commented on the complication (if not disruption) created by this new group of young workers with somewhat  radical ideas about work, and its purpose, both in terms of personal satisfaction and also its basic worth to society as a whole.

In this blog, I thought it only fair to expand this analysis to all of the workforce cohorts showing up for work (whether in person, or online)  — Baby Boomers, Generation X, Millennials, and Generation Z.  First, I thought it important to provide basic descriptors of each cohort as a “level-setting” exercise:

Next, I analyzed these differences per cohort through the lens of “Work Habits”:

Last, using the descriptive qualities and differences of the above, I thought to compare each cohort in a new table, comparing how one cohort’s negative reaction to another’s values may come across as a negative for the challenging cohort, using the original complaints leveled at Millennials which I discussed in that previous blog post:

A sense of entitlement

Arrogance

Inappropriate appearance

Lack of punctuality

Irregular attendance

Dishonesty

Attentiveness

Sticking with a task through completion

Which created the table below:

Certainly, this is a lot to digest!  But it does point to the reality of creating a diverse team ((whether by choice or by mandate) that includes members from different generations, requiring a leader to be adaptable, open-minded, and considerate of the unique characteristics and needs of each generation. Here are some suggestions for a Baby Boomer or Generation X leader to effectively manage such a team (although they should apply to employees of any of the four cohorts):

1. Recognize and Value Differences: Understand that each generation has its own values, communication styles, work preferences, and expectations. Recognize that these differences can contribute to the team’s overall strength and creativity.
2. Foster Inclusivity: Create an inclusive environment where every team member feels valued and heard, regardless of their age. Encourage open discussions that allow different perspectives to be shared and respected. Don’t be threatened by this!
3. Flexibility in Management Styles: Be willing to adapt your management style to accommodate the preferences of different generations. While some may prefer more structured supervision, others might thrive with greater autonomy.
4. Effective Communication: Tailor your communication approach to suit the preferences of each generation. Baby Boomers might prefer more direct and formal communication, while Millennials and Gen Z may be more comfortable with digital communication and informal channels.
5. Provide Learning Opportunities: Offer opportunities for continuous learning and skill development. Millennials and Gen Z often value ongoing learning and professional growth, so providing training and development programs can help retain their engagement.
6. Recognition and Feedback: Understand that different generations appreciate different forms of recognition. Baby Boomers might value public acknowledgment at certain milestone events, while younger generations might prefer regular feedback and opportunities for advancement.
7. Collaborative Work Environment: Create a collaborative and team-oriented atmosphere where members from different generations can share their expertise and learn from each other. Encourage cross-generational mentorshipand knowledge exchange.
8. Work-Life Balance: Acknowledge the importance of work-life balance for all team members. Baby boomers might have a strong work ethic, while younger generations often prioritize flexibility and a balanced lifestyle.
9. Embrace Technology: Recognize that Millennials and Gen Z are more tech-savvy, and they might bring innovative ideas related to technology and digital tools. Embrace their suggestions and integrate new technologies when appropriate.
10. Lead by Example (creating good Followership): Demonstrate an open attitude towards change and continuous learning. Show that you are willing to adapt and grow, which can set a positive example for the entire team.
11. Focus on Strengths: Leverage the strengths and skills of each generation. Baby boomers often bring experience and stability, while millennials and Gen Z can contribute fresh perspectives and technological proficiency.
12. Clear Expectations: Set clear expectations for performance, goals, and responsibilities. This provides a common ground for all generations to work toward shared objectives.
13. Conflict Resolution: Address any intergenerational conflicts that may arise promptly and fairly. Encourage open conversations to resolve misunderstandings and find common ground.

As Mushers, we must remember that a successful multigenerational team is one that leverages the strengths of each generation to achieve its goals. This is not unlike the Musher and his or her selection of dogs other than Huskies: by embracing diversity and being sensitive to the needs and preferences of different generations, a leader managing multiple cohorts can foster a positive, productive, and inclusive work environment for all team members, while benefitting from the value that diversity inherently presents.