Leaders struggle with generation clashes

As years pass, it should come as no surprise that the workforce continues to replenish itself. With this renewal, comes the introduction of new generations. With such drastic social variances from one decade to the next, would it be unreasonable to think that we are highly unlikely to all be on the same page about how we prefer to function? Many employers are facing up to three generations trying to work together in the same space, for the same purpose, but without the same work ethic, values or methods.

For managers, the focus is often on results. So, what happens when staff are not producing or working the way you expect them to or – more importantly – the way you want them to? It seems to be a common theme these days. Many managers are simply dreading the idea of having to work the rest of their careers in an environment with people that are not understood or relatable.

As a Gen Xer (and borderline Millennial) myself, likely due in large part to the absence of the today’s advanced technology growing up, I come from a generation often known for being extremely resourceful and independent. In the workplace, this often translates to simply taking any task and figuring it out – with or without help. Is it reasonable to impose this method on others? Is it so wrong for a Gen Zer or Millennial to want more guidance and to connect with their employer?

Diversity on any team is necessary – even generational!

Age is not something we consider when hiring, but by default it impacts diversity within a team. With over two decades of experience as a public servant, embracing and promoting diversity has always been a priority for me. As leaders and peers, many of us have no trouble embracing diversity in our teams; however, when it comes to generational (or age) diversity, it seems as though the threshold for tolerance is lower. The inability to relate often leads to assumptions that people are simply unwilling to work or uncommitted to the objectives or priorities of their employer.

If we want to succeed, we need to better understand what the generational needs, differences, and preferences are.

Where to even start?

Acknowledging the differences

Attempting to impose your work preferences and methods on your staff is not the answer. By default, people tend to prioritize their own work preferences over others as we may consider it to be the right way. Mandated direction, over time, is unlikely to result in a healthy team dynamic or productivity.

Even if you cannot relate to something, accepting that it exists in your environment is a critical step and the start to moving forward in a positive way. Personally, I prefer not to spend the last decade of my career discouraged about how people may work.

Understanding the differences

Getting to the root of the differences and understanding where people are coming from, rather than assuming people’s unwillingness to work, may be the solution you need to start improving your team dynamic.

I think we can all agree that Millennials and Gen Zers have had the privilege of access to technology and have been raised in environments that are more sensitive and socially aware. For Boomers and Gen Xers, this may be entirely unrelatable. There were many years where resourcefulness and independence were necessary to get what people wanted. For managers focused on producing and reporting results, shifting to being more about convenience, collaboration and work-life balance can be a challenge.

Is it reasonable to assume that people who have had their lives facilitated entirely when it comes to access to information, people, goods, services and so on would not expect the same at work?

Traditionally, many of us are used to working in environments where tasks are actioned – regardless of its relevance. I am certainly not suggesting that we are not invested in understanding our work, but when we are given something to work on – we often just do it. We now have generations that truly want to better understand the relevance of what they are doing and how it is contributing to their role and see how it contributes to their fulfillment as an employee. If they do not understand why something is done, they may be resistant. Questioning the efficiency of the work and whether technology can play a role in facilitating things is likely also at the back of people’s mind when assigned any task.

Introspection matters. Any opportunity to reflect on yourself will help you better understand who you are. Align yourself to be self-aware of your methods and the affects they are having on your style of management.

Embracing the differences

Ask questions! The way your team works is important and – quite frankly – is everything that is necessary in creating a functional, collaborative, and cohesive team!

Traditionally, being too involved in people’s work was perceived as micro-management. With a generation that may be seeking more direction and feedback, it could be reasonably expected that being too involved is their preference. Maybe it is no longer micro-management, but simply collaboration. Ask them if this is the case.

It is okay to model uncertainty and be open to listening while embracing what everyone has to bring to the table as part of the team.

Addressing the differences

Answer questions! If staff needs guidance and assistance to be able to proceed with their tasks - provide it! Getting into the habit of doing the work of your team because of their lack of understanding and guidance is not the solution and is simply not sustainable. You may not agree with the method of providing extensive advice on everything, but you are responsible for ensuring your staff is supported in their work. This can only be done through ongoing discussion.

Build a team charter and help your team set expectations and goals. This will allow them to have a better understanding of objectives – and for you to have a better understanding of what they expect to succeed.

Retaining those with differences

Invest in your team and be sincere - it could make the difference between someone leaving because they think they will feel more supported elsewhere. Connect with your staff. Listen to your staff. Give them the feedback and guidance they are seeking. Without it, you risk staff feeling unwanted, unguided, and undervalued.

Now, more than ever, if staff feel like they are not connecting with their team, work and (most importantly) their manager, they will move onto the next thing! While many may think that people leaving may open up a space for someone “better” – chances are the next person coming in will have the same expectations as the person who just left.

As a leader, I recognize that I always have room for self-improvement and am constantly aiming to shift challenges into opportunities. As the younger generational presence continues to increase, I am realizing that success will be the result of my adaptability much more than theirs.