Perspectives, Collaboration, and Conflict Management: Navigating a Multi-Generational Workforce (for all Professionals)
According to SHRM, today’s workforce is, “made up of workers from five generations: the Silent Generation (2.0% of workers), Baby Boomers (18.6%), Generation X (34.8%), Millennials (38.6%), and Generation Z (6.1%).” Each generation brings unique perspectives, strengths, and work styles to the table, which can be a source of innovation, but also challenges. As a corporate professional, understanding how to navigate these differences effectively is key to fostering collaboration and producing work everyone can be proud of. In this Article, we discuss strategies for thriving in a multi-generational workforce while maintaining professionalism and respect.
Caveat for this Article: When discussing age in the context of the workplace, remember that it is important to always be respectful to one’s colleagues, no matter your opinion about their age and what you believe their capabilities are as a result. Age is a “protected class,” meaning treating a coworker differently at work because of their age is illegal and may result in disciplinary action from your company. Be sure to read your Employee Handbook or company policy on Non-Discrimination and, if you feel as if you are being treated differently because of your age (regardless of the number) reach out to your manager or your Human Resources department.
1. Understanding Generational Perspectives
Generational differences often stem from life experiences and impacts of historical events, which can influence everything from personal values to familiarity with technology. Baby Boomers, for example, may prioritize loyalty and structure, while Gen X values independence. Millennials lean into collaboration, and Gen Z focuses on purpose-driven work. While there is certainly overlap in these principles, it may take open communication and time to fully understand and recognize your colleagues’ motivations and, therefore, how these motivations shape their work.
There are also vastly different opinions on the purpose of work: are we working simply for the paycheck, which allows us to find fuller fulfillment outside of work, or is the work itself the source of pride? Remember that no one opinion is more valid than another, but may inform attitudes toward work product or work-life balance.
Take time to observe and ask questions about what drives your colleagues. Also, reserve judgement on a generation that operates differently than you; remember that each generation has value to your organization, even if they hold different attitudes toward aspects you consider outdated or naïve.
Questions for a one-on-one coffee or 15-minute touchbase:
How long have you been at [your job or company]?
What do you like most about your job?
What do you wish the older/younger employees did differently?
What is something I can help explain?
What major historical events do you remember most about your childhood and how did the events affect your way of living? [This question is generation-agnostic, let’s not forget that the younger generations have had arguably more widespread exposure to news, and from a younger age, s due to technology]
What motivates your work?
Finding common ground is essential for building strong relationships across age groups. Look for shared goals, hobbies, or values and use these as starting points for collaboration. Expressing genuine interest in your colleagues’ experiences and expertise can also help bridge generational gaps.
2. Handling Different Priorities and Managing Conflict
Generational differences may result in conflicting priorities. Older colleagues might value traditional approaches, while younger professionals may advocate for innovation or flexibility. To navigate these situations, focus on finding a balance. Try to combine perspectives as much as possible to create the best outcome.
Further, be willing to try a new way of working; that is how you grow and learn from your teammates, no matter the age or experience. That being said, if you company requires the use of certain technology, or the use or non-use of certain technology by a co-worker of a different generation is affecting your ability to collaborate or perform your job, let your manager know. Do not take on too much responsibility for a coworkers inflexibility.
When conflicts arise, practice active listening. Be sure to express yourself clearly and intentionally, without an emotional response. Keep the subject on the project and why you believe your solution is best, or most collaborative, based on the desired outcome. Back up your point-of-view with data or examples to establish credibility, using language that conveys respect. For example, say, “Building on your idea, I think we could also consider…” Emphasizing collaboration, rather than competition, can help de-escalate tensions and remove ego from the conversation. Don’t assume your solution is best simply because you are more tenured or because it involves the latest tools.
Remember, it is perfectly expected, and sometimes required, for you to gently and respectfully push back on a challenging coworker or set boundaries at work.
3. Adapting Communication Styles and timing
Different generations often have distinct communication preferences. While some may prefer face-to-face conversations or phone calls, others lean toward emails or instant messaging. If you’re unsure about a colleague’s preferred method of communication, ask directly or observe their habits. Flexibility in communication not only minimizes misunderstandings but also strengthens your professional relationships.
4. Embracing Mutual Mentorship
While older colleagues can share valuable insights from their experience, younger professionals often bring fresh perspectives and technological expertise. The combination of institutional knowledge and forward thinking can be an effective strategy for growth. Mutual mentorship, where both parties learn from each other, can be a powerful way to build mutual respect. This reciprocal relationship demonstrates that every team member has something valuable to contribute, regardless of age.
In order to keep the reverse mentorship on even footing, engage your Human Resources department to create structure, provide discussion questions, and set deliverables from both people. When a party not included in the mentorship outlines the expectations, it can take pressure off the time and opens the door for honest, open conversations. By setting deliverables and conversation topics separately, it also minimizes the chance for one person to dominate the conversation and requires sharing of (and listening to) perspective.
If your organization does not have a structured mentorship program, be sure to check out the FGPM Mentorship Program on the What We Do Section of the website.
5. Responding to Age-Related Bias
If you feel that a colleague is diminishing your contributions due to your age, address the situation professionally. Document specific incidents where you felt undervalued and reflect on whether there might be miscommunication or a misunderstanding.
When ready, either have a private conversation with the individual or speak to your manager about the situation. Keep in mind that your manager will likely empower you to handle the situation directly (and conflict management is an essential corporate skill). Use respectful language to express your concerns, such as, “I’ve noticed that my input in meetings isn’t always acknowledged. Is there a way I can better communicate my ideas?” You can also say, “I notice that my ideas and work product is often amended in a way that I feel diminishes my contributions. Can you explain your thinking?” Framing the discussion constructively can help resolve the issue without escalating tension.
If the conversation goes well, great! You will have reset expectations for a respectful exchange of ideas and likely further solidified your relationship with that colleague. If the conversation does not go well or becomes emotional, be sure to document the conversation, what was discussed, and your coworker’s reaction. Consider following up with your manager or with HR. If the conversation becomes disrespectful or you feel you have experienced discriminatory comments, go directly to HR to make a formal complaint; they will do an investigation from there.
6. Building Confidence Through Self-Advocacy
Navigating a multi-generational workforce requires confidence in your abilities. Always remember that your contributions and perspective are valuable and your company sees your unique impact. At the end of the day, all that matters is how you conduct yourself and the pride you have in yourself as a professional. Have the confidence to disconnect emotions from the situation; pretend you are high above the situation looking down to create space or physically take a step away before acting rashly or from a place of ego. You are much more confident when you are calm.
Confidence also involves setting boundaries. If a colleague’s behavior crosses a line, assertively but respectfully communicate your limits. For instance, say, “I appreciate your feedback, but I’d like to discuss this further at a later time to ensure a productive conversation.” Also, adding your manager to an email chain or meeting can go a long way to setting boundaries (and provides visibility to the situation). Establishing yourself as a capable and respectful professional earns trust and credibility across generations. You can only control what you can control, but you do not have to suffer a toxic work environment for the sake of appeasing ego or ineptitude.
Thriving in a multi-generational workforce requires empathy, adaptability, and proactive communication. By understanding generational differences, finding common ground, and advocating for yourself, you can build meaningful relationships and contribute to a positive work environment. With these strategies, you’ll be well-equipped to navigate the challenges and opportunities of a diverse workplace.
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