Episode 9: Generational Leadership: Bridging Divides for a People-Forward Workplace
Hello, hello, welcome to the People-Forward Leadership™ podcast. I’m excited to dive into today’s topic because it’s one of my favorite subjects and one that I’ve been studying for years and that’s generations at work and particularly how to effectively lead across generations.
For the first time in history, we've got up to five generations actively working side by side – from Baby Boomers to Gen Z. Each brings distinct perspectives on what leadership should look like, creating both incredible opportunities and real challenges for today's leaders.
But the question is how do these generations think about leadership. What’s the same, what’s different, and what adjustments do you need to make as a leader to successfully manage this diverse mix of talent.
Now before get too deep into today’s episode I want to share that I’ve written an article about generations called “Bridging the Generational Gap: Leadership Strategies for Today's Diverse Workforce,”which I’ll link in the show notes, and in that article I go into much more detail depth about each of the generations and various generalizations about their characteristics. I’ve also created a LinkedIn Learning Course called “Understanding Gen Z Communication Styles for Manager,” which I also add a link in the show notes if you want to specifically dive into to understanding Gen Z.
When we think about the main generations found in the workplace, Baby Boomers, Gen X, Millennials, and Gen Z each experienced formative events that shaped their perspectives on work and leadership. From economic booms and busts to technological revolutions, these experiences created distinct lenses through which they view authority, communication, and workplace values.
What's fascinating isn't just these differences, but how they show up in leadership expectations and approaches.
Baby Boomers often see leadership through a more traditional lens. As an executive coach and organizational consultant, I've noticed many Boomers value proven hierarchical structures where authority is earned through experience and tenure. They typically respect formal position power and expect clear chains of command and operate in that matter. People-centered leadership is foreign to an older Boomer.
I often hear Boomer clients tell me, "I don't understand why my younger employees question every decision. In my day, we respected leadership positions." This perspective shapes both how they lead and what they expect from leaders.
For Gen X, leadership is about competence and achievements, not position. It’s about knowing all and being right because that’s how they’ve been rewarded throughout their career. Having grown up as self-reliant "latchkey kids" during turbulent economic times, they tend to be pragmatic leaders who focus on results rather than process. As a leader they’re straight-shooters and give their people the freedom to get the job done, because that’s what they want.
Millennials bring a collaborative view to leadership. They typically lead and prefer leaders who act more as coaches than bosses. Recent research shows they want regular feedback, clear development paths, and work that connects to larger purpose. They're more likely to question traditional hierarchies and seek authentic relationships as a leader.
And Gen Z? They're redefining leadership expectations even further. They highly value authenticity, diversity, and social responsibility in their leaders. According to recent studies, they're looking for transparent, ethical leadership that creates inclusive environments. As a leader they tend to believe that its important to stand for something beyond profits. Millennials and Gen Z leaders have more people-centered values.
Here's where things get interesting – and challenging. As a leader, you might need to shift your approach depending on who you're leading and what motivates you as a leader. What motivates a Boomer team member might frustrate a Gen Z employee. What feels like helpful coaching to a Millennial might seem like micromanagement to a Gen Xer.
So how do you navigate these differences successfully?
First, recognize that leadership is no longer one-size-fits-all. And yes, you’ve heard that before, but the most effective leaders today flex their style while staying authentic to their core values. So, it’s important to know your values. This adaptability is what I call "generational intelligence" – the ability to understand and respond to different generational expectations without losing your leadership identity.
For example, when communicating a major change, you might frame it differently for different team members. With Boomers, emphasizing how the change builds on company tradition and experience might resonate. With Gen X, focusing on the practical outcomes and giving them space to adapt independently could work better. For Millennials, connecting the change to purpose and offering support through the transition might be key. And for Gen Z, transparency about the reasons for change and its impact on larger social issues might engage them most effectively.
And research backs this up. A Harvard study found that leaders who successfully adapt to multigenerational workforces see a 56% increase in job performance and a 50% reduction in turnover. These aren't just feel-good metrics – they directly impact your bottom line.
Second, create intentional opportunities for cross-generational collaboration. Some of the most innovative solutions emerge when different generational perspectives come together.
I worked with a healthcare organization that implemented what they called "perspective teams" – small groups deliberately composed of members from different generations tasked with solving specific challenges. The results were remarkable. They found solutions that neither the most experienced nor the most tech-savvy employees could have developed alone.
You can start small – pair team members from different generations on projects, create mentoring relationships that flow both ways (with younger employees mentoring older ones on technology while receiving career guidance in return), or simply create more structured opportunities for cross-generational dialogue.
Third, focus on the values that unite rather than the preferences that divide. Despite their differences, research consistently shows that all generations share core desires: respect, meaningful work, fair treatment, and opportunities to grow.
When you anchor your leadership in these shared values while respecting different expressions of them, you create a foundation that works across generations. For instance, everyone wants respect, but a Boomer might experience respect through acknowledgment of their experience, while a Gen Z employee might experience it through inclusion of their ideas.
Let me share a practical exercise you can use with your team to build generational intelligence. I call it the "Leadership Expectations Challenge."
Gather your team and create a safe space for honest dialogue. Ask each person to share:
What their ideal leader looks like
How they prefer to receive feedback
What motivates them at work
How they measure success
Don't label these preferences by generation during the exercise – just let people share. Then facilitate a conversation about similarities and differences, and how the team can honor different needs while working cohesively.
I used this with a transit company experiencing significant generational tension. A Gen X leadership team, was struggling to connect with their predominantly Millennial and Gen Z workforce.
After the exercise, one Gen X leader said, "I finally understand why my feedback style that works so well with peers feels insufficient to our younger team members. They're not needy – they just process feedback differently than I do."
This insight led to concrete changes in how they structured feedback and development conversations. Six months later, their employee engagement scores increased by 18% and they reduced turnover by 6%, particularly among younger employees.
So, let me leave you with three practical actions you can take immediately to improve your multigenerational leadership:
First, get curious instead of judgmental. When a generational difference creates friction, ask questions rather than making assumptions. "Help me understand what you're looking for" opens doors that "That's not how we do things" closes.
Second, be explicit about your leadership intentions even while flexing your style. For example, "I'm giving you this level of detail not because I don't trust you, but because I want to set you up for success" helps bridge potential misunderstandings about your approach.
Third, create systems that accommodate different preferences. For instance, offer multiple communication channels for important updates, varying feedback frequencies and styles, and different paths for development that honor various career trajectories.
The future belongs to leaders who can harness the full potential of a multigenerational workforce. By understanding how different generations view leadership and making thoughtful adjustments to your own approach, you create workplaces where everyone can thrive.
Remember, People-Forward Leadership™ means putting people at the center – all people, across all generations. When you do that well, you unlock levels of engagement, innovation, and performance that would otherwise remain untapped.
I want to thank you so much for joining me. And until next time, keep leading people forward. I'll see you soon.
