Great managers adapt their management style to fit their company’s goals and values.
However, in practice, this isn’t straightforward as your workforce will all have different personalities and values, and these differences will be heavily influenced by their age.
In this article, you will learn how to manage a team made up of different generations.
We’ll look at the different generations currently in the workforce, their defining traits, and provide you will tips on how best to manage a multigenerational workforce.
A multigenerational workforce is one that is made up of employees from different generations.
This is the reality for most medium to large businesses. Most teams and departments will contain people from at least two different generations.
Today, the bulk of the workforce comes from four predominant generations:
If people find it difficult to interact with people from different generations, team management becomes that much more difficult.
Let’s look at some of the differences quickly:
Different generations communicate very differently.
Baby Boomers and Gen Xers communication style leans towards face-to-face and phone calls.
Millennials and Gen Z think that if it’s really important, you should text and ask when the best time is to call, and only in real emergencies should you cold call.
Each generation has different expectations for their careers.
Baby Boomers are renowned for their loyalty, work ethic, “live to work” mentality, and focus on financial stability.
Gen X, meanwhile, are much more open to switching companies (and even careers), with an average tenure of just five years (compared to 15 for Boomers).
Millennials are known for being an ambitious bunch, with a focus on career growth.
Managers need to take these kinds of differences into consideration to make sure that every employee can be motivated accordingly.
Similarly, different generations are motivated by different things, and different things can motivate people at different ages.
Delegating and setting appropriate goals for your team is crucial.
As Millennials age (the oldest of them turned 40 in 2020) and they’ve become more prominent in the workplace, some of them have seen their priorities shift from ladder-climbing and job-hopping, to valuing things like stability, core benefits, and job satisfaction.
Conversely, Gen Xers are now slowly exiting the workforce and they tended to be more motivated by work-life balance, and personal-professional interests.
According to Pew Research Center, for the first time in history, as many as five generations can be found in the workforce.
Traditionalists: Born 1925-1945
Baby Boomers: Born 1946-1964
Generation X: Born 1965-1980
Millennials: Born 1981-2000
Generation Z: Born 2001-2012
But for the purposes of this article, we have focused on the last four, as they make up the majority of the workforce.
Baby boomers were shaped by the Vietnam War and the Civil Rights movement.
The predominant worldview for baby boomers is that achievement comes after paying one’s dues. They accept that sacrifice is necessary to achieve success.
However, despite their “live to work” mindset, not every boomer expects to retire at the traditional age of 65.
A significant number of people from this generation have little saved for retirement, and 10% of boomers have accepted the fact that they may never retire.
Organizations with baby boomers working for them can expect them to stick around for longer, and will probably find that they find a stable job highly motivating.
Generation X can be the forgotten generation. The media tend to focus on Baby Boomers leaving the workforce and Millennials rising through the ranks.
According to the Harvard Business Review, during a five-year period, 66% of Gen X leaders received only one promotion (or none at all). Boomers and millennials were much more likely to have received two or more during the same timespan.
As a consequence, Gen X have become increasingly disillusioned and increasingly likely to move jobs.
As a manager, this is something you need to address.
Gen Xers have the ability to adapt to new technologies and have developed lots of valuable experience.
To retain them it is crucial to engage them and give them a sense of development and progress.
Millennials now make up the largest segment of the workforce.
They were much maligned in the early 2000’s as they were starting to understand who they were both personally and professionally.
However, as they’ve aged and become increasingly prominent in the workplace, the view of them as being self-centered and annoying has evolved.
They are now vieweded as valuing working for a company that sets its employees up to be their best both in and out of work.
Often confused by older generations as “millennials,” Gen Z is quite different to its predecessors.
For example, Millennials were generally adherent to structured learning.
By contrast, Gen Z is focused on learning with a purpose. They need to see how the things being taught to them are aligned with the ultimate objective – otherwise, they don’t show interest.
Gen Z also have a very multicultural mindset. They are the last generation in the US to be a Caucasian majority.
As such, companies will need to go beyond the usual lip service and standard PR expressions of diversity and inclusivity as it will be crucial in attracting and retaining Gen Z employees as they increasingly become more prominent members of the workforce.
Managing a multigenerational workforce might seem daunting when you look at the striking differences between them. But there will always be a unifying force, an aspiration, or motivation that you can tap into to bridge the gap.
Here are a few tips.
1. Take note of preferred management styles
Different generations have different ideas on what a great manager should be.
Make sure that you keep this in mind when building and managing your team.
For example, boomers typically believe leadership should be consensual and collegial. Conversely, Gen Xers believe that competence is key and that everyone should be treated as equals. They also believe in the ability to challenge others and ask the important “whys.”
Meanwhile, Millennials are different again. They are great at taking on challenging tasks but also welcome being coached and mentored so that they continue to grow both as people and employees.
It’s also important to note that while the traits mentioned above are broadly correct, you’ll still need to communicate with your specific employees and find out what their view of good leadership is. They will have their own ideas, although be heavily influenced by their generational experiences.
2. Offer Personalised Learning & Development
A study from PayScale showed that offering learning and development opportunities reduces employee turnover by 17%.
As a manager the learning and development of your team is a core part of your role.
As we’ve established that there are differences between generations, but they all value learning and development.This means that you can use personalized learning and development to help your team members develop their skills and realize growth opportunities within the organization.
You can achieve this by:
People may have different goals, but when executed appropriately, everyone values learning and development.
3. Individual Goals
Working with employees to set individual goals allows managers to support and encourage a multigenerational workforce.
Because regardless of age, experience, or demographic, there’s always a goal you can help them work towards.
To amplify this concept further, you can identify individual strengths and focus on those by adding supporting skills.
For example, if an employee in publishing has shown an eye for design, you can train them to use basic design software, and slowly delegate simple design tasks to them as they develop their skills. If they enjoy this you could continue to provide more testing and additional training and tasks to stretch them further.
A few other notes:
4. Choose The Right Tools
It used to be that simply providing technological solutions to allow employees to do their jobs was enough. With a multigenerational workforce, a significant number of which are younger and more tech-inclined, they expect management to go beyond that.
They thrive with a company tech stack that is in the cloud, highly integrated, and collaborative. For example, while being able to work with a combination of Slack, email, and Google Workspace might function well enough, if you can find a tool to consolidate them into a single communications platform that would be valuable.
This positive digital employee experience is becoming increasingly valued by employees across different generations, so you should get started with improving yours as soon as you can.
5. Build collaborative relationships
Different generations and people are good at different things.
Don’t expect everyone to have the same skills and capabilities, let them play to their strengths.
For example, social media marketing may not be a strong suit of baby boomers, so they may not be suited for conceptualizing content. However, they might be better at organizational stuff, so you can assign the conceptualisation to Gen Z and scheduling management to Boomers, allowing both to do what they are best at.
As you can see, managing a multigenerational workforce need not be as complicated as it might seem on the surface. There are practical and simple ways to merge your current management philosophy with the tips and concepts provided above.
As a manager, you’ve always had to balance personalities and egos to have them work toward a common goal. Handling a multigenerational workforce just adds another layer to this. As every the key is taking the time to understand your people and identify their strengths and opportunities for healthy collaboration.
Whether it’s upskilling through taking courses or providing them with the right tools, being a manager is about understanding people and putting them in a position to perform at their best.