Most of us know the data about teams being up to 25% more productive when multiple generations work well together

What you may not know is that as of January 2026, Millennials make up more than 50% of managers and over 75% of the workforce.  Baby Boomers are retiring in great numbers and Generation X is not nearly large enough to accommodate all of the leadership needs, so Millennials are stepping up faster with fewer years of managerial and leadership experience. Gen Z is experiencing it all and as our first digital native generation has very clear preferences for on-line connection, remote work as well as text communication, that is changing the landscape of what is required of leadership.

The great culture shift we have been anticipating has now actually arrived and opportunities exist in every organization to lead in new ways. So much has been written about trends, something more practical, may help now.

Here are a Three Things NOT To DO:

1. Resist the temptation to make it personal rather make it about culture

While we can become very frustrated with behaviors in meetings an one to one that are not fully respectful, engaged and focused on individual preferences rather than what is good for the team, remember that is is cultural.  Each generation has a unique set of experiences and expectations based on the culture they were raised in.

Example:  In the late 1980’s it became the norm in the US to layoff thousands of employees at a time and that practice is still occurring today.  Millennials as a result trust themselves to manage their own careers rather than put it in the hands of employers who engage in this practice,  being mobile and navigating from one organization to another is now rewarded among high potential Millennials.

2. Don’t settle for the team congregating by generation rather facilitate in ways that foster cross generational learning and interaction.

Once psychological safety is in place, (meaning the leaders and team experience trust, compassion, stability and hope with you as their leader) then, a focus on building the familiarity, comfort and trust needed between leaders and among the team is possible.

This requires a consistent focus on building relationships and giving new opportunities to see and experience each other as unique and talented individuals all seeking the same two things at work:

• To be valued:  for who they are (skills, personality, style, generational superpower) before what they do.
• To add value:  to know them well enough to support then to do their best, and to make a difference in the role, and to have career aspirations supported.

Please consider that each generation has super powers to nurture and leverage. Here are resources to help guide your conversations:

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Think about being the leader who looks for super powers and leverages them, so that leaders and teams learn from you, that what is recognized, will be repeated.

3. Don’t ignore disrespectful behavior rather engage in and expect respectful, productive dialogue

Disrepect is the outcome of frustrations that leaders and team members experience that often go unaddressed.  Some examples you can relate to, may include:

Why is it ok for this generation to not be on time or in the office more?

Why is it ok for this generation to be less efficient and not technology savvy?

Why is this person called out for being on the phone and others are not?

Why is it ok for you as the leader to complain about a generation and I am not allowed?

Why is work life balance being supported now when it was not for me?

How does this person get away with only text communication when it is not best for the team?

Why does leadership favor one generation over others in promotional opportunities?

What about the ones who feel pushed out and not welcome as other generations are now in senior leadership roles?

After focusing on building relationships, when behavior indicates that frustrations exist, please wade into the generational conversation by encouraging curiosity about how each team member experiences the world based on the culture and experience of their generation.

It is way more challenging to dislike and disrespect up close, so, encourage curiosity in conversation to promote understanding that can lead to respect, belonging, compromise and potential collaboration.

Seeing what each generation has to offer that is positive, additive and produces positive energy is needed now more than ever!

Among all of the transformational change occurring in organizations the impact of generational differences is often overlooked until it becomes something to manage. Under stress, most leaders and team members will spend time with those they are most comfortable with rather than spending time being curious and nurturing relationships with all leaders and team members across generations. 

The opportunity, to create real generational synergy that enhances connection, belonging, productivity, engagement, and continuity of leaders and teams, is now.