EFFECTIVE LEADERSHIP ACROSS GENERATIONS

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DEVELOPING A SUCCESSFUL, MULTIGENERATIONAL COMPANY

Today’s workforce is diverse both in background and age. For business leaders, knowing how to build an effective team of people who hail from different generations can contribute greatly to the success and profitability of a firm. Unfortunately, generational language and communication styles can sometimes lead to miscommunication and struggles among teams. Striving to understand each other’s viewpoints and learning how to communicate more effectively is one of the most important factors in having a happy and successful workforce.

One thing we can all relate to is the influx of communication technologies. From Zoom meetings and emails to text messages and Tweets, we have found that people rely much more on technology today and less on face-to-face conversations. In a business setting, sometimes it’s perfectly fine to use text messaging or other forms of communication for quick notes and updates. However, if more formal methods are desired, those expectations should be made clear and communicated upfront with your employees.

In addition to technology habits, people from different generations can sometimes have different working styles and values that can potentially lead to conflict and bias in the workplace. Our natural biases can make us gravitate toward people who are similar to us and not associate with people who are different. We can apply a “halo or horns” effect to people that we assume we will like or dislike without first getting to know them. Learning about biases and how to identify when they are affecting our perceptions is an important tool in successful working environments.

The main way to build successful teams with people of different backgrounds and perspectives is to work on gaining empathy. Being able to put yourself in someone else’s place and try to view things from their perspective is a very powerful tool. We should work to understand personality types and communication preferences and tailor our interactions to help bridge those gaps between people among different generations.

There are many tools available in the marketplace to aid in this endeavor. For example, the book The 5 Languages of Appreciation in the Workplace directs readers to focus on what types of appreciation will mean more to different people, as there is simply not a one-size-fits-all approach to people. Personality assessments like the Disc assessment, Meyers-Briggs, StrengthsFinder, and the Hogan Development Survey can also help us understand personality traits so team members can adjust their communication styles for more effective collaboration.

In understanding diverse teams, it can be helpful to look at the characteristics generally assigned to each generation. The way that people were raised and the major events that happened during their lifetime will have an impact on their values, how they view the world, and how they work with others.

Here’s a quick breakdown of each generation currently in the workforce:

Baby Boomers (1946-1964) are between 60 and 77 years old. This generation was named after the large increase in birth rates following World War II. Due to the large size of this generation, they remain very economically and politically influential, with many reaching the retirement stage of their careers. Knowledge transfer from these individuals to the younger generations has become a bit of an urgent matter in many corporate discussions. The general characteristics of this generation include having a strong work ethic and being independent, competitive and experienced in their field.
Generation X (1965-1980) is between 44 and 59 years old. This group is either already established in leadership roles at their companies or is starting to move into these roles as Boomers continue retiring. The characteristics they embody include diversity, self-reliance, practicality, and flexibility. They tend to be more informal than their elders and were the first generation to start to pay attention to work/life balance. This group expects clear goals and deliverables, they value higher education, they desire the flexibility to accomplish tasks in their own way, and they will seek out feedback if they want it.
Generation Y/Millennials (1981-1996) are between 28 and 43 years old. This group experienced the great recession when entering the workforce and generally had more student debt than their elders. They desire fair pay, a good work/life balance, flexibility, and clear expectations. Millennials were introduced to the internet at a young age and are generally tech-savvy.
Generation Z are born between 1997 and 2010, making them between 14 and 27 years old. This group was born into an age where information is available at their fingertips whenever they want it. They are globally the largest generation and, in the U.S., are the most ethnically and racially diverse. They put a high value on self-care and are more accepting and empathetic to mental health issues. This group is shifting away from traditional career paths and education, in part due to seeing the previous generation accrue massive student loan debt.

So, how does one use this info to attract and retain talented employees? Aside from the obvious higher pay and great benefits, building a positive culture at your company can go a long way to developing loyal employees. Effective leaders exist to elevate and enable their teams to do their very best. They use their position to remove barriers to their employees’ success and give them room to grow and flourish. They know that it’s not a one-size-fits-all approach and everyone has strengths that can be built upon. Being able to look beyond bias and differences, having empathy, and adapting to the different communication styles of your team can be the best way to have a successful, multigenerational company.

ABOUT THE AUTHOR: Melisa Rodriguez, P.E., SET, is the vertical business development leader for storage with Johnson Controls. She is a licensed fire protection engineer with 20 years of experience in the industry and has held various roles, including project manager, designer, lead fire protection engineer, and senior business development manager. Rodriguez is also NICET certified Level IV in Water Based Systems Layout. She earned her Bachelor of Science degree in Mechanical Engineering and MBA from the University of Minnesota. Rodriguez serves as chair of the Minnesota board of licensure (AELSLAGID), vice chair of the Minnesota Governor’s Council for Fire Prevention and Control, NFSA Future Leadership Committee vice chair, SFPE Virtual Learning Subcommittee chair, and president of the Minnesota Chapter Society of Fire Protection Engineers. She is also a principal member on the technical committees for NFPA 14, NFPA 13D/R, NFPA 88A and is an alternate member of the NFPA 13 Discharge Criteria committee.