4 Tips to Get the Best Results from Your Five-Generation Workforce

When you hear the term “diversity,” you may think in terms of race, gender, or ethnicity. But in today’s corporate workforce, perhaps the most common type of “diversity” you’ll encounter is that of age. In any significantly large organization, you’re likely to find workers as young as 18 and as old as 70 —even 80. Long gone are the days of forced retirement at age 65. Advancements in nutrition, healthcare, and personal wellness, as well as a decades-long shift away from backbreaking manual labor toward more sedentary, brain-intensive occupations, have allowed people to remain active and employable well into their so-called “Golden Years.”

Managing and motivating any diverse workforce can be challenging. But with people representing as many as five distinct generations working side-by-side, companies are finding a one-size-fits all leadership style just doesn’t work. That’s because each generation brings a unique viewpoint, value system, and temperament for which managers need to account. Having such an array of perspectives can prove essential when devising creative solutions to emerging challenges, but it can be a challenge itself to managers who must get this smorgasbord of cultures working as a viable team.

If you have a multi-generational workforce and want to lead better as a cohesive unit, here are four key tips to keep in mind:

1. First, identify the five generations.

Most American demographers recognize the following generations in today’s workforce:

Too young to have fought in World War II, the so-called “Silent Generation” came of age during the early Cold War and was steeped in the conformity of the Eisenhower era. Having analog sensibilities, they tend to cling strongly to the traditional work ethic and value individual loyalty and personal responsibility. Long past their child-bearing years, they continue to work either for the sheer joy of it or because it’s how they maintain a sense of value/purpose. This group currently represents just 2 percent of the total workforce.

The Boomers were formed in the crucible of the turbulent 1960s and 1970s. This was the generation of “Sex, Drugs, and Rock & Roll,” and despite now collecting Social Security, many still see themselves in youthful terms. The Boomers were the first to embrace pocket calculators, the internet, and cell phones, so while they may not be as adept at tech as younger “digital natives,” innovation does not intimidate them. Like their parents, Boomers have a strong work ethic, but also value independence, personal gratification, and may have an ingrained distrust of authority. They see “long hours” and “hard work” as the secret to success. They still occupy a full 25 percent of today’s workforce.

Initially, Gen X’ers were often called “The Latch-Key Generation,” as many lived in single-parent households (due to rising divorce rates) or had two working parents, and thus returned from school to an empty home. As youths, Gen X’ers were often characterized as cynical, lazy, and disaffected, raised on MTV and social-tribal identity music like punk and heavy metal. Now well into adulthood and mostly parents themselves, Gen X’ers tend to be described as independent, creative, self-motivated, and requiring little supervision. This demographic now constitutes about one-third of the American workforce. Work-life balance is one of their principal values.

The much-maligned Millennials—also called “Gen Y”—have had it tough. Many entered the workforce during the Great Recession. Then, when they were hitting their professional stride, got gob smacked again by the COVID-19 pandemic. Those who survived such double whammies have emerged stronger and more resilient. As a group, Millennials are highly educated, comfortable with technology, and adept at social media. They value diversity, honesty, and work-with-purpose. They place relationships high on their values hierarchy. They tend to marry late and may only now be experiencing parenthood. Millennials are now the largest cohort in the workplace, representing 35 percent of all currently employed.

The Gen Z’s make up about 5 percent of the workforce, having just entered the employment market. True “digital natives,” they are perfectly at home in the digital realm and, in fact, spent much of their free time online. They tend to be politically progressive, shrewd consumers, and highly pragmatic. As a group, they’re independent, competitive, and entrepreneurial. Perhaps more than any previously generation, they truly believe work should have “meaning” beyond just a paycheck.

2. Draw on the strengths of each generation.

Once you know which employees fall into the various generation groups, you can help them understand each other, especially to focus on their respective strengths. Current research indicates most conflicts arise from the value differences of age groups rather than the actual age difference itself. For example, those of the Silent Generation may think the "young punks" in the workplace are lazy, while the Millennials or Generation X'ers may deem the Silents and even Baby Boomers too rigid. However, if all generations become more open-minded, they can learn much from each other.

Realize that each generation brings wonderful strengths to the workplace. And, while focusing on our own individual strengths is certainly important, imagine how much more effective everyone on your team could be if you each learned from the strengths of others as well. So, publicly acknowledge what each generation's strengths are and encourage everyone to share their viewpoints and values within the group. Once you get the dialogue started, the learning naturally follows.

3. Adapt your management style for each generation.

Leading up to five different generations often requires you to have five management styles. For example, imagine a Baby Boomer supervisor is managing a Millennial employee. Every day at 5 p.m. the employee finishes his work, shuts down his computer and heads home. Even though the employee is scheduled to leave at 5, and there are no major projects or deadlines looming, the Boomer manager might write up the employee for not staying later. The real problem? Our Boomer values long hours, while the Millennial employee prioritizes life balance. The point is you can't manage according to your value system. Rather, you need to manage according to the employee's value system.

Likewise, when conflict does arise, you need to put biases aside. If a Veteran and a Gen X'er are having challenges with each other, and you're a Gen X manager, you can't naturally side with your fellow Gen X'er just because you share the same values. Rather, you need to be objective, understand the communication style of each party, and manage according to the situation and people involved.

4. Accept what you cannot change.

No matter how hard you try, you cannot change the generations. Instead, acknowledge the validity of each generation’s values to accommodate. This means incorporating different motivational techniques into your leadership style. Discover what each person wants as an incentive. For example, a Gen X'er may desire time off for a good job, while someone from the Silent Generation may wish to receive a monetary bonus. Ask your employees what they find motivating, then offer that inducement. Give people choices. After all, if someone really values family and wants time off to spend with his or her loved ones, all the money in the world won't make that person happy. Rather, he or she will seek out a company that offers ample time off—even if it means accepting a lower salary.

Need more insights into effective generational leadership? Growing productive company cultures is our specialty. Contact me at Laura@conoverconsulting.com and let’s start a conversation.

Laura Conover