Intergenerational Leadership

The current workforce is historically unique in its age-diversity, in part thanks to higher life expectancy and delayed retirement. The generational mix comprises Baby Boomers, X, Y (aka millennials) and the emerging Z. In some cases, the Silent Generation (“Maturists”) is also in the blend. This poses new challenges and opportunities for managers and leaders - learning to optimise the skills and attributes, and manage the inherent differences, is necessary to achieve operational effectiveness.

While generational labelling is a notional simplification through stereotyping, it has merits insofar as we are all influenced by the common socio-political, economic and environmental aspect of our times. Our relationship with technology is particularly pertinent, as the speed of this evolution and its impact on so many aspects of daily life is arguably the most profound.

So what are the characteristics of each generation? 

Silent Generation/Maturists (born before 1945)

• Strong work ethic

• Less engaged with technology

• Aspire to home ownership

Baby Boomers (born mid 1940s - early 1960s)

• Language literate

• Less IT literate

• Aspire to job security

Generation X (born mid 1960s - early 1980s)

• Self-reliant

• IT literate

• Aspire to work/life balance

Generation Y (born 1981 - 1995)

• Ambitious - achievement oriented

• Digital natives

• Seek flexibility and alignment with values

Generation Z (born 1995 - mid 2000s)

• Value individual expression; avoid labels

• "Technoholics"

• Aspire to security and stability

NB. There is some discrepancy among theorists and commentators as to the specific years of cut-off, however not significant. 

Intergenerational leadership is about meaningful engagement between leaders across generations - while consciously aware of the different generations, we recognise the opportunities for partnerships and collaboration.

How might we approach inter-generational leadership?

• Be open, curious and kind. Create a culture of respect;

• Collaborate. Facilitate an exchange of resources, skills and knowledge; identify strengths and learn from each other; accept different attitudes, values, priorities and styles; 

• Provide mentoring opportunities

• Apply Situational leadership

• Have a clear organisational mission, and values are valued by employees, regardless of age

• Offer flexible working arrangements that accommodate different circumstances and routines.

Of course, while we often resemble our times, we are in reality a complex convergence of unique personal factors of biology and psychology, culture, chance and circumstance. While it is helpful to an extent to understand the common, broader, influence of cohorts according to their age, it is only one lens through which to view our organisational teams. At the very least, however, it is a good reminder that diversity is to be celebrated, and as humans we ultimately have more in common than not.