Understanding Generational Differences

𝐒𝐢𝐱 𝐠𝐞𝐧𝐞𝐫𝐚𝐭𝐢𝐨𝐧𝐬. 𝐎𝐧𝐞 𝐰𝐨𝐫𝐤𝐟𝐨𝐫𝐜𝐞. 𝐔𝐧𝐢𝐟𝐢𝐞𝐝 𝐧𝐨𝐭 𝐛𝐲 𝐚𝐠𝐞—𝐛𝐮𝐭 𝐛𝐲 𝐩𝐮𝐫𝐩𝐨𝐬𝐞. I believed leadership meant setting direction and ensuring alignment. But over time—I’ve come to see that real leadership isn’t just about strategy. It’s about 𝘤𝘰𝘯𝘯𝘦𝘤𝘵𝘪𝘰𝘯. That truth has never been more relevant than it is today. For the first time in modern history, 𝐬𝐢𝐱 𝐠𝐞𝐧𝐞𝐫𝐚𝐭𝐢𝐨𝐧𝐬 𝐜𝐨𝐞𝐱𝐢𝐬𝐭 𝐢𝐧 𝐭𝐡𝐞 𝐰𝐨𝐫𝐤𝐟𝐨𝐫𝐜𝐞. It’s a leadership challenge few of us were trained for. 🔹 𝐒𝐢𝐥𝐞𝐧𝐭 𝐆𝐞𝐧𝐞𝐫𝐚𝐭𝐢𝐨𝐧 (pre-1946): Still serving on boards; shaped by duty and discipline. 🔹 𝐁𝐚𝐛𝐲 𝐁𝐨𝐨𝐦𝐞𝐫𝐬 (1946–1964): ~12% of today’s workforce; value stability, loyalty, and legacy. 🔹 𝐆𝐞𝐧 𝐗 (1965–1980): ~27%; independent, pragmatic, delivery-focused. 🔹 𝐌𝐢𝐥𝐥𝐞𝐧𝐧𝐢𝐚𝐥𝐬 (1981–1996): ~34%; purpose-driven, collaborative, growth-oriented. 🔹 𝐆𝐞𝐧 𝐙 (1997–2012): ~27%; inclusive, tech-native, values transparency. 🔹 𝐆𝐞𝐧 𝐀𝐥𝐩𝐡𝐚 (post-2012): The emerging workforce—digital-first, fast-learning, entrepreneurial. These differences show up in how we work: → Senior leaders value hierarchy; Gen Z favors flat structures. → Boomers seek recognition; Gen X wants autonomy; Millennials want meaning; Gen Z asks, “𝘞𝘩𝘺?” → Gen Alpha? They're learning, building, and questioning earlier than ever. What feels like friction is often just generational dissonance. In a recent HBR piece, put it well: “𝘠𝘰𝘶 𝘤𝘢𝘯’𝘵 𝘪𝘯𝘴𝘱𝘪𝘳𝘦 𝘢 𝘮𝘶𝘭𝘵𝘪𝘨𝘦𝘯𝘦𝘳𝘢𝘵𝘪𝘰𝘯𝘢𝘭 𝘸𝘰𝘳𝘬𝘧𝘰𝘳𝘤𝘦 𝘶𝘯𝘭𝘦𝘴𝘴 𝘺𝘰𝘶 𝘶𝘯𝘥𝘦𝘳𝘴𝘵𝘢𝘯𝘥 𝘸𝘩𝘢𝘵 𝘪𝘯𝘴𝘱𝘪𝘳𝘦𝘴 𝘵𝘩𝘦𝘮.” That’s the shift we need as leaders: From uniformity → to personalization From authority → to empathy From legacy leadership → to 𝘭𝘪𝘷𝘪𝘯𝘨 leadership I now ask myself not just, “Am I leading well?” but “Am I leading 𝘳𝘦𝘭𝘦𝘷𝘢𝘯𝘵𝘭𝘺?” Because when we adapt our style—not our standards—we help every generation contribute at their best. Great leadership today means adapting with intention and embracing what makes each generation thrive. 𝐏𝐮𝐫𝐩𝐨𝐬𝐞 𝐀𝐥𝐢𝐠𝐧𝐦𝐞𝐧𝐭: Connecting individual roles to a broader organizational mission fosters engagement across all generations. 𝐂𝐮𝐬𝐭𝐨𝐦𝐢𝐳𝐞𝐝 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧: Recognize and adapt to the preferred communication styles of each generation to enhance collaboration. 𝐅𝐥𝐞𝐱𝐢𝐛𝐥𝐞 𝐖𝐨𝐫𝐤 𝐀𝐫𝐫𝐚𝐧𝐠𝐞𝐦𝐞𝐧𝐭𝐬: Offering flexibility can address the diverse needs and expectations of a multigenerational team. 𝐂𝐨𝐧𝐭𝐢𝐧𝐮𝐨𝐮𝐬 𝐋𝐞𝐚𝐫𝐧𝐢𝐧𝐠 𝐎𝐩𝐩𝐨𝐫𝐭𝐮𝐧𝐢𝐭𝐢𝐞𝐬: Promote a culture of lifelong learning to support professional development for all age groups. What shift have you made to better lead across generations? #HarveysLeadershipRhythms #ThoughtsWithHarvey #ExecutiveLeadership #TheLeadershipSignal #GenerationalLeadership #LeadershipReflections #LeadWithIntention #MultigenerationalWorkforce #LeadershipCue #Mentorship

𝗬𝗼𝘂 𝗖𝗼𝘂𝗹𝗱 𝗛𝗮𝘃𝗲 𝗬𝗲𝗮𝗿𝘀 𝗼𝗳 𝗘𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲 — 𝗕𝘂𝘁 𝗜’𝗱 𝗦𝘁𝗶𝗹𝗹 𝗟𝗲𝗮𝗿𝗻 𝗦𝗼𝗺𝗲𝘁𝗵𝗶𝗻𝗴 𝗬𝗼𝘂 𝗗𝗼𝗻’𝘁 𝗞𝗻𝗼𝘄 When I started working as a Junior Research Analyst, I assumed mentorship flows one way — senior to junior. But I’ve learned just as much by sharing insights with those ahead of me, as I have from listening to them. Here’s what cross-generational mentoring has taught me (and why every professional should try it): 📍𝙀𝙭𝙥𝙚𝙧𝙞𝙚𝙣𝙘𝙚 ≠ 𝙍𝙚𝙡𝙚𝙫𝙖𝙣𝙘𝙚 I’ve picked up industry context, decision-making frameworks, and people skills from senior mentors. In return, they’ve asked me about new tools, digital trends, and content strategies I use daily. We fill each other’s gaps. 📍𝙍𝙚𝙫𝙚𝙧𝙨𝙚 𝙢𝙚𝙣𝙩𝙤𝙧𝙞𝙣𝙜 𝙞𝙨𝙣’𝙩 𝙖 𝙗𝙪𝙯𝙯𝙬𝙤𝙧𝙙 — 𝙞𝙩’𝙨 𝙖𝙣 𝙖𝙨𝙨𝙚𝙩 Younger professionals bring fresh perspectives, adaptability, and tech fluency. Older professionals bring wisdom, foresight, and strategic thinking. Combining both creates better outcomes — at work and beyond. 📍𝙄𝙩 𝙗𝙧𝙚𝙖𝙠𝙨 𝙨𝙞𝙡𝙤𝙨 𝙖𝙣𝙙 𝙗𝙪𝙞𝙡𝙙𝙨 𝙚𝙢𝙥𝙖𝙩𝙝𝙮 When we mentor across age groups, we don’t just share skills — we understand how others think, work, and see the world. That empathy? It’s a game-changer. The best advice I’ve received wasn’t from someone in my age group — and some of the best value I’ve given wasn’t either. Are you tapping into cross-generational learning? Share your experience — I’d love to hear 👇 #Mentorship #CareerGrowth #ReverseMentoring #CrossGenerationalLearning #Leadership

Recommended Reading: The Age-Friendly City The UK will see a rapid increase in older urban residents over the next two decades. Framing this demographic shift as a "crisis" or "time bomb" is fundamentally misguided and ageist. This masks the true impacts of public spending cuts and structural housing market failures. Three Models: Patient, Customer, or Citizen? Research by Mark Hammond and Nigel Saunders (Pozzoni Architecture Limited) reveals that urban professionals typically view older people through one of three lenses: The Patient Model: Defines older people by deficits, focusing solely on medical needs and regulatory compliance. This approach fails to recognise individual diversity and complex aspirations. The Customer Model: Treats older people as a market segment, leading to stereotype-driven solutions and often excluding those who don't represent profitable opportunities. The Citizen Model: Recognises older people as equal contributors with diverse identities, capabilities, and aspirations—positioning them as "equally but differently expert." Age segregation in major UK cities has doubled over the past 25 years, creating divisions between those aged 18-34 and over 65. Older people continue living in existing homes, many of which fail to meet basic standards of thermal comfort and maintenance. The focus on specialist housing volumes is insufficient to address this challenge. The citizen approach demands fundamental shifts in professional practice: Direct engagement over assumptions, more than specialist housing, a multi-sectoral collaboration. An ageing population generates significant economic, social, and cultural opportunities for cities. Intergenerational neighbourhoods benefit all residents, while investment in preventative home repairs demonstrates strong returns on investment. Successful age-friendly urban practice includes: * "Rightsizing" rather than downsizing approaches that recognise housing decision complexity. * Integration of health, leisure, library, and community facilities within developments. * Design for intergenerational connections through cohousing models and shared facilities. * Addressing practical barriers like public toilet availability and walking surface quality. * Social programmes that activate built environments and respond to diverse aspirations. Creating age-friendly cities isn't about designing for a homogeneous group—it's about recognising that age intersects with gender, ethnicity, sexuality, religion, class, and location to create diverse needs and aspirations. Success requires local strategies that acknowledge no "one size fits all" solution exists. #AgeFriendlyCities #UrbanPlanning #Demographics #InclusiveDesign #CommunityEngagement #HousingPolicy #IntergenerationalLiving #UrbanDevelopment #SocialInnovation #CitizenEngagement #Ageism #UKCities #PublicSpace #Healthcare #LocalStrategies

Ageism might be the elephant in the room in internal communications. Too often, older professionals are quietly sidelined—seen as “out of touch” or “too traditional” just because they’ve been around longer. Their depth of experience, institutional memory, and resilience in a crisis get overlooked in favour of chasing the latest shiny tool. At the recent Communications Leadership Summit in Brussels 🇧🇪 organised by Mike Klein, IABC Fellow, IABC EMENA and Strategic, I was part of an insightful discussion around ageism. Many felt that older people were perceived as too expensive in a profession where we are always having to justify the value we bring. But ageism works both ways. We noted that we had seen younger colleagues dismissed as “green” or “not strategic enough,” even when they bring sharp insights into digital culture, emerging channels, and fresh creative thinking that organisations badly need. We might also be prejudiced in thinking younger people are better at adapting to new technology like AI, but it was noted that AI is now taking away a lot of the work that used to be done by junior comms people meaning that younger people need to adopt a new approach to finding work. The truth is perhaps simply that our teams do best when they blend both young and old. So how do we make sure we’re not unconsciously excluding talent on either end of the spectrum? 1. Challenge your assumptions. Don’t let stereotypes drive hiring or project allocation—test whether your perception is based on evidence or bias. 2. Mix up project teams. Create deliberate intergenerational collaboration so people can share skills both ways. 3. Mentor in both directions. Reverse mentoring works: younger colleagues help with emerging tech, older colleagues offer strategic and political nous. 4. Value impact, not age. Measure people by the outcomes they deliver, not the years they’ve worked. 5. Audit your culture. Are subtle jokes, comments, or policies privileging one age group over another? Internal comms is about connecting across differences. That starts in our own teams.

Finally, Australian organisations are realising that diversity, equity, and inclusion (DEI) work goes beyond gender, that all people have intersecting identities and our work must address these. Addressing ageism is crucial for genuine equality. Victoria's Gender Equality Act has allowed for consistent tracking of age data and it's analysis by gender. What have we learnt? We must: 🔍 Recognise the Impact: Ageism affects job opportunities and workplace culture, with significant pay gaps for older women. 🌐 Understand Generational Diversity: There are differences and similarities in the generations, we need to value the differences and foster the similarities to create a cohesive inclusive workplace 🚫 Challenge Stereotypes: Move away from generalisations. Focus on individual abilities and review recruitment processes for bias. This means actually unpacking the reasons people over 50 are not selected for roles. 🤝 Foster Intergenerational Collaboration: Encourage knowledge sharing and two way mentorship across generations to build a stronger, more inclusive team. 📚 Promote Lifelong Learning: Offer continuous development for all employees, aspiring leaders can be any age. Measure the age diversity of participants in professional development and leadership programs. 📑 Create Inclusive Policies: Have flexible work arrangements that are accessible for grandparents, people caring for parents, and people without caring responsibilities. Let's also not forget the impacts of menopause and peri-menopause - what is your workplace doing in this space? 🔗 Intersectionality: Consider ageism alongside sexism and racism. Our diversity, equity and inclusion work has to take into account different aspects of a persons identity and how that influences their opportunities and experiences. And age is one of those aspects that can really matter. Have you experienced ageism? What is your organisation doing to tackle it? Put your thoughts in the comments below. #Inclusion #AgeDiversity #WorkplaceEquality

I had lunch with an exec last week who told me, "These Gen Z employees are so disloyal. They're gone in 18 months no matter what we do." 🙄 I asked what career development they offer. "We do annual reviews," he said proudly. No wonder they're leaving. Gen Z is 2x more likely to quit over lack of development opportunities compared to Boomers. Nothing to do with "participation trophies" or "entitlement" either. It's simple economics. Boomers entered a job market where loyalty was rewarded with pensions and steady advancement. Gen Z entered a completely different reality: ‣ Company loyalty died in the 2008 recession ‣ Skills expire faster than ever before ‣ The career ladder has become a career web They're not disloyal. They're adapting to the world we created for them. When I dig into companies with high Gen Z retention, I find that they've reimagined career development for today's reality. They're offering ↳ Skills-based advancement, not just title promotions ↳ Continuous learning, not annual training ↳ Career flexibility, not rigid ladders The companies winning the talent war aren't complaining about Gen Z's expectations. They're meeting them. Because these expectations will soon be everyone's expectations. #FutureOfWork #GenZRetention #CareerDevelopment #SkillsEconomy

Demographic change isn’t on the horizon, it’s already here. And it’s transforming labour markets, consumer behaviours, and the very fabric of economic growth. For too long, many businesses have defaulted to youth-centric strategies, designing products, marketing campaigns, and talent models around a narrow view of age. But by doing so, they risk overlooking one of the most significant growth opportunities of our time: designing for the full life course. This approach recognizes the evolving realities of longevity. A 67-year-old startup founder, a 55-year-old caregiver, and a 72-year-old retiree-turned-consultant may all be over 50 but their needs, aspirations, and contributions are vastly different. Age is not a monolith. To remain competitive in an aging world, organizations must embrace two key product shifts: -From youth-centric to age-inclusive design -From viewing age as decline to seeing age as reinvention And two workforce transformations: -From linear “career ladders” to flexible career landscapes -From age-segregated teams to intergenerational collaboration This is more than a demographic necessity, it’s an inclusion imperative. The future belongs to organizations that champion age diversity as a strategic asset, not a challenge. Let’s build workplaces and products that reflect the full spectrum of the human experience at every age. https://lnkd.in/e_6e7-Zs

When I started in the workforce, my focus was on making my mark on the world—a unique imprint that only I could create. I often thought deeply about how to best meld the fullness of my education, internships, and personal values into a single, professional identity. I was driven by a sense of personal responsibility to contribute and stand out. Now, as I watch the next generation make their mark on the workforce, I'm struck by how they're approaching this same quest for purpose. Gen Z is redefining what it means to find purpose at work. A recent article from The HR Digest focuses on Gen Z's "pragmatic" approach to redefining wealth and success and it's a great opportunity to reflect on how our values have shifted across generations. Gen X and Boomers: The Foundation Builders The architects of the modern career path—for prior generations, that meant a ladder to climb, with each rung representing a clear step toward financial security, homeownership, and retirement. Work and their work ethic is a primary source of identity, and their work ethic a badge of honor. Millennials: The Seekers of Meaning Millennials came of age during a time of economic volatility, but their purpose-seeking was less about security and more about meaning. This generation began asking "why" and "for what purpose" they were doing their work, prioritizing social impact, flexible schedules, and a sense of belonging in the workplace. While financial success was still important, it was a means to an end—to fund experiences and a life of purpose. Gen Z: The Pragmatic Balancers Unlike previous generations, they've witnessed a world where traditional milestones, like homeownership, are harder to achieve. As a result, they're not just looking for a job; they're looking for a work environment that respects their boundaries and supports their mental health. They've seen the burnout of previous generations and are determined to find a different, more sustainable path. Understanding this shift is critical to building a workplace where every generation can thrive. By recognizing that each cohort finds purpose in different ways, we can better create an environment that values stability, meaning, and well-being. Read more here: https://lnkd.in/e_JE-hRZ #ConnectingPurpose #Purpose #EmployeeEngagement #GooglerEngagement #GenZ

What Gen Z wants from work isn’t what baby boomers care about most - and vice versa. Here’s where the biggest generational gaps show up 👇 🕓 4 Day Week → 9.3% more important to baby boomers That’s not a typo. The 4 day week isn’t just a Gen Z wish list item - it’s actually more important to older workers. Think: energy management, better focus, and staying in work longer. 📍 Work From Anywhere → 11% more important to baby boomers Contrary to stereotypes, Gen Z aren’t the most travel-hungry. Older workers also value freedom and often have the disposable income to travel that younger workers don’t have yet. 🎓 Personal Development → 103.6% more important to Gen Z Early-career talent wants growth - not just jobs. Learning pathways and progression opportunities matter more than perks. 👨⚕️ Health Insurance → 40.4% more important to baby boomers Makes sense. Baby boomers are closer to retirement and value stability and security. 🧘 Mental Health Support → 71.9% more important to Gen Z With growing awareness of burnout, Gen Z expects proactive wellbeing strategies - not just an EAP buried in a handbook. 💡 Key takeaway: If your EVP is built on generational assumptions, you're missing the mark. If you want to attract and retain a truly multigenerational workforce, your workplace benefits, policies and employer brand need to reflect those nuances. → Want to dig into over 2 billion talent demand data points? Check what we’re doing out below #FutureOfWork #TalentIntelligence #EVP