Helpful Hints to Effectively Communicate Across Generations

We are often asked about the subtleties of leading multiple generations in the workforce. There are so many references available on this topic, but I wanted to provide one simple resource to get you started. This article was published in Talent Magazine Perspectives in April 2010 by Damon Kitchen and focuses on COMMUNICATION.

Helpful Hints to Effectively Communicate Across Generations
Damon Kitchen

Numerous surveys and studies reveal that large segments of the workforce in the United States share common work values, preferences and attitudes based on life experiences. While it is erroneous to assume an employee’s values and needs are similar to another’s simply because of proximity in age, it’s also a mistake to ignore shared generational values and perspectives that predominate in the workplace.

In many workplaces, there’s a fairly significant age difference between the oldest and youngest workers. While this isn’t a new phenomenon, what is unique today is that the workplace is much more “age diverse” than in past times. As American life spans continue to increase, more and more members of the so-called Silent Generation are returning to the workplace from unfulfilling retirements to work alongside baby boomers, Gen Xers and millennials.

Although historically the more senior employees in the workplace were found in the higher tiers of the business organization, that is no longer always the case. Today, it’s not uncommon to have a significant number of high-level managers and supervisors who are younger than their subordinates.

Based upon this changed demographic, some older workers may feel resentment toward younger authority figures whom they perceive to have not paid their dues. Similarly, some younger employees may feel frustration with having to conform to workplace policies and practices that they perceive to be antiquated, dogmatic and baseless.

Employers who are challenged with managing a diverse age group of employees must be innovative in establishing effective ways to communicate with and motivate their employees.

Develop a culture of respect in the workplace. Managers develop and maintain respect by treating people with courtesy, fairness and an even hand. It’s far too easy to draw conclusions about people based on age; these conclusions are often wrong and damaging to an office environment. Age-based stereotypes abound in many workplaces, but good managers will get to know their subordinates and assess their individual strengths and weaknesses irrespective of age.

Be flexible in your management style. Different generations often have different work ethics, so supervisors with rigid management styles may encounter problems when trying to manage and motivate an age-diverse workforce. A flexible management style can often be an asset in managing employees in widely divergent age groups.

Managers need to communicate clearly the particular tasks and functions to be performed, the time periods in which they must be performed and the standards to which they must be performed. Beyond that, they should assess whether it’s essential to adopt a “business as usual” or “that’s the way we’ve always done things” approach. As long as employees perform their assigned tasks and functions effectively, a manager who can learn to be flexible in his or her management style often can win the support and allegiance of subordinates.

Be guardedly open to new ideas and technologies. Regardless of age, employees who are technologically sophisticated will want to incorporate new technologies into the workplace. In today’s workplace, many employees may prefer to communicate via e-mail or Web conferencing rather than physically attending meetings or conferences. If business productivity, office efficiency and employee morale do not suffer as a result, managers should consider allowing the introduction of such technologies in their workplaces.

On the other hand, managers should be cautious about the manner in which they introduce new technologies into their businesses. Employers should have clearly written telephone, e-mail and computer usage policies that specify what is and is not considered appropriate usage.

Preach tolerance and practice patience. Sometimes, employees from one generation view others with disdain because they do not share the same values, attitudes and work ethics. Good managers realize that while they cannot always change the way their subordinates think, they can control the way those employees behave and interact in the workplace. Managers should make it clear that employees should not only be tolerant of each other’s personal views and beliefs, but also be patient and realize that personal views and beliefs are usually deeply ingrained and do not change overnight.

For instance, some office disputes involve differing opinions on dress codes. Many younger employees fail to see the utility of wearing formal business apparel; by contrast, older members of the workforce often view tattoos and piercings with disdain. Employers can avoid conflicts on this issue by developing carefully crafted yet flexible dress codes and grooming policies and then enforcing them consistently.


Damon Kitchen is a partner in the Jacksonville, Fla., office of national management-side labor and employment law firm Constangy, Brooks & Smith LLP. He has successfully defended cases in all areas of labor and employment law and assists employers in problem prevention and legal analysis of complex employment issues. Kitchen is a frequent lecturer and presenter and addresses human resource directors, managers and small business owners regarding labor and employment law issues. He can be reached at editor@talentmgt.com.

Thank you, Damon!