Laying the Foundation for Communication Between Generations
I was at a conference recently, and the presenter said something that stopped me in my tracks. I’ve been thinking about it ever since: “There’s always been a tendency for older generations to discount the younger generation for one reason or another. And the younger generations discount the older generation.”
We’ve all heard it. Maybe we’ve even said it. Things like:
- “When I was a kid…”
- “When I was a new grad…”
- “Kids these days don’t want to work.”
- “Boomers just don’t get technology.”
But, the thing is, with every one of those statements, we’re dismissing an entire generation. We’re reducing complex human beings with valuable contributions down to stereotypes and biases.
Sure, there are differences between generations. Differences in their life experiences, their values, their preferences and goals. But differences aren’t bad, or wrong—just different.
So Many Generations in the Workplace
Today many organizations have four, or even five, generations in the workplace. The youngest, Gen Z, grew up in a world of constant connectivity, social justice movements, and mental health awareness. They’re “digital natives” and that’s a big deal today.
On the other end of the spectrum are Baby Boomers (or the Silent Generation, some of whom are still in the workforce as employees wait longer to retire, or decide to return to work for various reasons). Baby Boomers are steady, dependable, and most likely to stay with an employer for decades. They came of age during economic prosperity and social change.
In the middle are Gen X and Millennials. Gen X grew up during economic uncertainty. They’re independent and adaptable and tend to be self-reliant. Millennials grew up during economic recession and the rise of social media. They’re purpose-driven and want to know that the work they do matters. And, like Gen Z, they tend to be tech savvy.
These aren’t stereotypes. They’re the realities of the world each generation has lived in and the impacts that have shaped their world views.
There’s a tendency, though, to look upon generational differences as a negative—instead of the positive impact these differences can have.
Generational Bias: “You’re so…”
I see these types of biases emerging in healthcare settings all the time:
- Older workers, and leaders, dismissing younger staff members. “They’re just want everything handed to them. They’re not willing to put in the time and effort that we did.”
- Younger workers dismissing their older colleagues and leaders: “They’re stuck in their ways. They don’t understand how things work now.”
We make assumptions about how adept different generations are with using technology: “Baby Boomers are afraid of technology.” “Younger people are just better with technology.” Neither, of course, is necessarily true.
We tend to communicate differently. GenX prefers emails, Gen Z thinks that’s passive-aggressive because they like to text. Millennials ask for frequent feedback. Baby Boomers think they’re too needy.
And on it goes.
Understanding Differences
But here’s the thing. We’re all different. And there’s value in those differences. If we know how to harvest that value.
Generational intelligence isn’t about putting people in boxes. It’s not about saying “all Millennials are like this” or “all Boomers are like that.” It’s about understanding the why behind behaviors.
Why might a younger employee prefer text over phone calls? Maybe because they grew up in a world where phone calls are reserved for emergencies or bad news.
Why might an older employee want more formal recognition? Maybe because they came of age in a world where hierarchy and formal acknowledgment mattered.
Why might a Gen Z employee prioritize mental health? Maybe because they grew up watching Millennials burn out and they’re determined not to repeat that pattern.
Understanding the context doesn’t mean everyone from that generation is the same. But it gives you a framework for understanding instead of judging.
When we fail to understand, or dismiss, generational differences, we miss opportunities.
Older generations have institutional knowledge and intellectual capita, and historical context. They have experience with what’s worked and what hasn’t and relationships built over decades. Younger generations have fresh perspectives and different ways of problem-solving.
When we leverage both instead of dismissing either, we can drive new ideas and greater innovation.
Find the Commonalities
Regardless of their age, all employees work under the same mission, vision and values. Leverage that as common ground to encourage people to embrace differences while recognizing what they share in common. Generational intelligence isn’t optional, not with up to five generations in the workplace. It’s essential.
Are you creating an environment where all generations feel valued? Or are some generations feeling dismissed, undervalued, misunderstood?
Tags: employeeengagement, GenerationalIntelligence, GenerationalLeadership, GenerationsintheWorkplace, HealthcareLeadership, WorkplaceDiversity
