Managing the generations

If each of us had exactly the same outlook on life, work would be a pretty boring place, don’t you think? Individual perspectives, varied life experiences and personal values all shape our unique attitudes to work and how we see the world. Managers in growing organisations could be leading up to five generations of people within their team. In such circumstances, understanding the key characteristics and communication preferences of the generations is a valuable exercise.

The diversity of multi-generational teams can be a strength and clarity of communication is vital to achieving this. Organisations need to build up a thorough generational view to land messages effectively and keep employees informed. It is key to creating a culture where everyone feels included and valued.

In this post we look at how to profile a multi-generational workforce and use what you learn to inform the way you communicate with your employees. We focus on the differences between three of the main working generations as an example.

Profiling your workforce

We would never advise any organisation to put people into boxes. Our uniqueness and individuality should be celebrated. However, having an awareness of the key characteristics of each generation is really important.

Economic, social and political factors are key influences on our priorities and choices in life and work. Every generation has its own background, commitments, experiences, values, opinions, and financial expectations. So, how do we go about profiling our people?

Firstly, you need to analyse who is working for you. The scale of this task will vary according to the size of the company. Larger organisations are likely to employ a broader cross-section of generations. HR tools and software can help you to profile your workforce quickly and easily. In a few clicks you can sort the data into life stages and build a profile of each team or department.

The insight from a profiling exercise can also inform succession planning and recruitment strategy; identifying where teams require more balance, different strengths, or where employees are approaching retirement age.

Tailor your communications style

Once you have built up a picture of the generations in your workforce, it’s time to consider their communication preferences. Understanding the differences between each generation will help you connect with them and each other, enable strong performance and keep your team engaged.

One of the traits of a high-performing manager is the ability to adapt their communications style to suit the audience. It’s an inclusive quality that can prove very attractive to employees.

Let’s take a look at the communications preferences of the three most common generations currently in employment, the Baby Boomers, Gen X, and Millennials, also known as Gen Y.

Baby Boomers (born between 1945 - 1973)

• Prefer more traditional methods of communication such as face-to-face conversation, telephone, email, in person meetings and classroom learning.

• Tend to be cautious about change and innovation - used to doing things the way they always have.

• Value having the background details and information.

• Appreciate being involved in decisions.

• Rely on guidance from their manager.

Gen X (1961 - 1980)

• Prefer to engage with managers in person - informal 121 conversations are well-received.

• Value regular, constructive feedback.

• Consider professionalism and etiquette important.

• Appreciate flexibility in messaging channels - happy to use a mix of phone, email, text and social media.

Millenials (1980 - 1994)

• Expressing views and opinions comes naturally thanks to social media’s influence on their life.

• Prefer to be involved in decision-making rather than being told what to do.

• Open to new ideas, change and innovation, but avoid stressful situations, prioritising their physical and mental health.

• Enjoy fast digital communications like text, chat, email and Instagram.

To learn more about the other two generations and their preferences, download our free ebook below.

Beware of generational bias

An awareness of common traits and preferences between the generations can be a useful tool, however generational bias is something to avoid. Generational bias is when you believe that everyone of a certain generation is either inferior to your generation, or displays a certain negative behaviour. It can lead to tension and a lack of respect within teams.

Examples of generational bias include:

• The belief that Millennials are self-obsessed and lazy.

• The idea that Gen Z have a short attention span and like to ‘job hop’.

• The notion that Baby Boomers have a hard time with office technology.

For more on generational bias, we recommend reading The 2020 Workplace by Jeanne C. Meister and Karie Willyerd.

Getting your communication channels right

When it comes to communication, one size definitely does not fit all! Start by mapping out the channels you use and what type of messages are best suited to each. This will provide managers with a useful toolbox.

Most organisations are already using phone, email, video calling and messaging apps as standard. What other channels do you have at your fingertips? Social media, an internal newsletter, noticeboards, posters, maybe a sharepoint or intranet site, or other digital collaborative spaces.

To meet the needs of the generations, it’s best to mix your communications channels to reach your whole audience. For example, you might share the same message in an email, text and a team meeting, but adapt how you express it to suit the channel.

What if you’re unsure which channel to use?

If in doubt, be curious! Part of your role as a manager is to get to know your team. Encourage employees to openly share their preferences. Actively listen to learn so you can respect these. Though some employees may find this easier to express than others, doing this as a team is so valuable. It’s a learning experience that will build relationships, respect and make sure every voice is heard.

And if some team members find it difficult to engage, try mirroring their communication style, e.g. if a team member calls you, call them back, don’t email or text because it’s quicker for you.

Personality profiling exercises are useful tools to shed light on employee preferences and how they prefer to be managed and communicated with. If you’ve never completed one, ask us for more information . It’s such an insightful team building exercise for a leader to observe and be involved in.

Empower managers to adapt their communications style

The processes in a business may not change, but the way teams and individuals deliver them will evolve over time. Managers must be equipped to adapt their communications style to the needs of each generation.

Every manager should have the autonomy to communicate with their team in a way that works for them. Some will require additional training to build their confidence. New managers in particular require proper induction and development to manage and communicate effectively with their teams. Skills such as active listening and questioning techniques are essential to creating an open, honest, inclusive feedback culture.

There are so many positives to take from employing a multi-generational workforce. Strength in diversity and experience, opportunities to learn and collaborate, adapt and engage. It makes for an interesting yet demanding job for a people manager. If this is something our learning and development team can support you with, please get in touch.

Further reading

Discover the three biggest differences between the generations in our free eBook on Generational Management. You’ll also find useful insight in our blogs on Diversity and Inclusion training, Being a good leader and Brave conversations.

How we can help

If you would like to discuss any of the issues raised in this blog, please get in touch with us on 0161 941 2426. We’re here to help.