July 30, 2025 • 39 mins
With five generations now sharing space in the modern workplace, how do we move past stereotypes and start building real connection?
In this episode of CultureHug, we dive into what makes each generation—Baby Boomers, Gen X, Millennials, Gen Z, and Gen Alpha—tick, and how to communicate with more empathy and less labeling.We’ll break down common generational misunderstandings, from Boomers feeling sidelined to Gen Z being misunderstood as lazy or uncommitted.
But instead of fueling the fire, we explore practical, respectful ways to bridge these gaps—from adapting communication styles and building feedback loops, to embracing mentorship and cross-generational collaboration.
Whether you’re a team leader, coworker, or just someone navigating family and social dynamics, this episode will help you understand each generation’s values, strengths, and communication preferences—so we can stop judging and start connecting.Because when we listen with curiosity instead of criticism, generational diversity becomes a superpower.
Sources:
• Age Brilliantly Editorial Team. (2025, April 21). Mentoring the younger generations for a fulfilling future. Age Brilliantly.
• Corwin, R. J. (2015). Strategies to retain tacit knowledge from baby boomers [Doctoral dissertation, Walden University]. Digital Commons Network. https://scholarworks.waldenu.edu/dissertations/460
• Davis, J. (2024, July 24). Bridging the gaps: How to communicate across the generations. Eptura.
• Dilan, E. (2024, September 23). Managing baby boomers in the workplace through a inclusion & belonging lens. DILAN Consulting.
• Driver, G. (2023, March 17). A Gen-Z mindset can positively influence an entire culture. Forbes.
• Eisenhauer, T. (2024, July 22). How to communicate with millennials in the workplace: A guide. Axero Solutions.
• George, A. S., Baskar, T., & Srikaanth, P. B. (2024). Bridging the generational divide: Fostering intergenerational collaboration and innovation in the modern workplace. Partners Universal International Innovation Journal, 2(3), 198–217. https://doi.org/10.5281/zenodo.12348084
• Hickman, A. (2020, January 29). What 'meaningful feedback' means to millennials. Gallup. https://www.gallup.com/workplace/284081/meaningful-feedback-means-millennials.aspx
• Johnson, M. (2018, April 27). Millennial boss: How to give corrective feedback to a baby boomer. Meagan Johnson.
• Madison. (2024, February 8). Baby boomers in the workplace. MBlog.
• Millen, J. (n.d.). How to communicate across generations at work. John Millen.
• Mulder, L., & Stakenas, C. (2019, January 30). Working with baby boomers: How other generations can adapt. Lablogatory.
• ChatGTP's Deep Research (2025, March 15). Gen Alpha in 2025: Education, future workforce, and economic influence.
• PwC. (2011). Millennials at work: Reshaping the workplace.
• Riscica, M. (n.d.). Five common mistakes in communicating with millennials. Young Architect.
• Rusoff, J. W. (2019, April 18). 5 key ways to build relationships with millennials
. ThinkAdvisor.
• Together. (2024, August 12). What motivates Gen Z in the workplace: 8 strategies to recruit and retain Gen Z.
• University of Mount Saint Vincent. (2023, June 23). Understanding how millennial professionals communicate. Online Degree Programs at Mount Saint Vincent.
• Verbalplanet. (n.d.). Evolution of English: Communication trends among Gen Z and millennials.
• Villanueva, A. (2024, October 21). The baby boomer work ethic: Traits and comparisons. Outsource Accelerator.
• Waldron, G. (2024, May 15). Active listening, active results: How to communicate better with baby boomers in the workplace. Gary Waldron and Associates.
In this episode of CultureHug, we dive into what makes each generation—Baby Boomers, Gen X, Millennials, Gen Z, and Gen Alpha—tick, and how to communicate with more empathy and less labeling.We’ll break down common generational misunderstandings, from Boomers feeling sidelined to Gen Z being misunderstood as lazy or uncommitted.
But instead of fueling the fire, we explore practical, respectful ways to bridge these gaps—from adapting communication styles and building feedback loops, to embracing mentorship and cross-generational collaboration.
Whether you’re a team leader, coworker, or just someone navigating family and social dynamics, this episode will help you understand each generation’s values, strengths, and communication preferences—so we can stop judging and start connecting.Because when we listen with curiosity instead of criticism, generational diversity becomes a superpower.
Sources:
• Age Brilliantly Editorial Team. (2025, April 21). Mentoring the younger generations for a fulfilling future. Age Brilliantly.
• Corwin, R. J. (2015). Strategies to retain tacit knowledge from baby boomers [Doctoral dissertation, Walden University]. Digital Commons Network. https://scholarworks.waldenu.edu/dissertations/460
• Davis, J. (2024, July 24). Bridging the gaps: How to communicate across the generations. Eptura.
• Dilan, E. (2024, September 23). Managing baby boomers in the workplace through a inclusion & belonging lens. DILAN Consulting.
• Driver, G. (2023, March 17). A Gen-Z mindset can positively influence an entire culture. Forbes.
• Eisenhauer, T. (2024, July 22). How to communicate with millennials in the workplace: A guide. Axero Solutions.
• George, A. S., Baskar, T., & Srikaanth, P. B. (2024). Bridging the generational divide: Fostering intergenerational collaboration and innovation in the modern workplace. Partners Universal International Innovation Journal, 2(3), 198–217. https://doi.org/10.5281/zenodo.12348084
• Hickman, A. (2020, January 29). What 'meaningful feedback' means to millennials. Gallup. https://www.gallup.com/workplace/284081/meaningful-feedback-means-millennials.aspx
• Johnson, M. (2018, April 27). Millennial boss: How to give corrective feedback to a baby boomer. Meagan Johnson.
• Madison. (2024, February 8). Baby boomers in the workplace. MBlog.
• Millen, J. (n.d.). How to communicate across generations at work. John Millen.
• Mulder, L., & Stakenas, C. (2019, January 30). Working with baby boomers: How other generations can adapt. Lablogatory.
• ChatGTP's Deep Research (2025, March 15). Gen Alpha in 2025: Education, future workforce, and economic influence.
• PwC. (2011). Millennials at work: Reshaping the workplace.
• Riscica, M. (n.d.). Five common mistakes in communicating with millennials. Young Architect.
• Rusoff, J. W. (2019, April 18). 5 key ways to build relationships with millennials
. ThinkAdvisor.
• Together. (2024, August 12). What motivates Gen Z in the workplace: 8 strategies to recruit and retain Gen Z.
• University of Mount Saint Vincent. (2023, June 23). Understanding how millennial professionals communicate. Online Degree Programs at Mount Saint Vincent.
• Verbalplanet. (n.d.). Evolution of English: Communication trends among Gen Z and millennials.
• Villanueva, A. (2024, October 21). The baby boomer work ethic: Traits and comparisons. Outsource Accelerator.
• Waldron, G. (2024, May 15). Active listening, active results: How to communicate better with baby boomers in the workplace. Gary Waldron and Associates.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:01):
In the quiet Place, Wisha words on food like whispers
in the.
Speaker 2 (00:13):
To go whoe we start to.
Speaker 1 (00:20):
Welcome to the culture Hook podcast, your space to learn
and learn and grow, one hug and one episode at
a time. Have you ever been in a conversation, maybe
you know, a family dinner or even a work meeting
where it just feels like everyone's speaking completely different languages?
Speaker 2 (00:37):
Oh, definitely.
Speaker 1 (00:38):
Like maybe you prefer a quick phone call to sort
something out, but then all you get back is like
a stream of one word.
Speaker 2 (00:44):
Texts, right or the flip side, You send a quick
text because it's sufficient, and someone keeps calling you back
wanting a full conversation.
Speaker 1 (00:52):
Exactly, And that scenario it's not just a minor annoyance.
Is it feels really common these days?
Speaker 2 (00:58):
It really is, and it points to something much bigger.
I was reading John Millan's analysis and he had this
great little story a baby boomer leader totally frustrated because
a younger colleague ignored his calls and then just texted back,
what do you want?
Speaker 1 (01:15):
Oh wow?
Speaker 2 (01:15):
And the boomer was just baffled, You know, what do
you mean? What do I want? I want to talk
to you. That little clash, It just says so much
about the communication preferences, doesn't it.
Speaker 1 (01:24):
It absolutely does. It's like a perfect snapshot of that
gap that can open up, not just at work, but
you know, right in our own families.
Speaker 2 (01:31):
And here's the really fascinating part. Historically speaking, for the
very first time, we actually have five distinct generations, all active,
all shaping things at the same time.
Speaker 1 (01:42):
Five Wow, yeah.
Speaker 2 (01:44):
Baby boomers, Gen X, millennials, Gen Z, and even the
ones just starting to emerge, Generation Alpha. Several sources like
m blog and that Millan article, they really drive this home.
It's unprecedented.
Speaker 1 (01:55):
So five generations coexisting, working together, living together. That sounds
it's like, well, a lot of potential for richness, but
also challenges.
Speaker 2 (02:05):
Exactly, incredible opportunities, definitely, but also unique communication hurdles and
the easy trap, the one we really want to avoid
today is falling back on.
Speaker 1 (02:13):
Labels, right like okay BOIM or lazy gen Z, that
kind of thing.
Speaker 2 (02:16):
Precisely, or thinking you know, oh, they're just a boomer
stuck in their ways or typical millennial needs constant praise.
That kind of judgment. It just creates division. One source
bridging the generational divide calls it harmful over generalizations.
Speaker 1 (02:31):
Harmful over generalizations. I like that because it stops real understanding,
doesn't it.
Speaker 2 (02:35):
It totally alienates people and blocks any real progress or connection.
It's like trying to navigate a really complexity with just
a stereotype for a map. It doesn't work.
Speaker 1 (02:47):
So for you listening maybe grappling with these exact dynamics,
what's our goal today? What are we trying to achieve?
Speaker 2 (02:53):
Well, our mission today is really to move beyond that
name calling, beyond the judgment. We want to foster genuine understanding.
Get curious about these different generational perspectives, approach them with respect.
Speaker 1 (03:06):
And give people tools things they can actually use exactly.
Speaker 2 (03:09):
Equip you with practical, actionable tools and maybe some fresh perspectives,
things you can apply immediately to have better conversations, build
stronger connections, whether that's at home, at work, or even
just navigating online spaces.
Speaker 1 (03:22):
Okay, and we've pulled together a fair bit of research
for this, haven't we We have?
Speaker 2 (03:26):
It's quite a diverse stack. We've got academic work like
Ronda gene core when on knowledge retention from older workers,
which is fascinating. Then there's practical stuff from places like
PwC and AXO solutions on workplace communication, plus insights from
Forbes Verbal Planet looking specifically at gen Z and even
(03:46):
the emerging.
Speaker 1 (03:47):
Gen Alpha, so real mix.
Speaker 2 (03:49):
Yeah, the idea is to cut through the noise, find
the really valuable nuggets, and help you make sense of
this complex, multi generational world we're all living in.
Speaker 1 (03:58):
All right, sounds like a plant. So where do we start?
Maybe by properly defining who we're talking about, because it's
more than just birth.
Speaker 2 (04:06):
Years, right, Absolutely, it's about the world they grew up in,
the events that shape them. It's much deeper than just dates.
Speaker 1 (04:12):
Okay, so let's kick things off by charting this generational landscape.
Who are these five cohorts. Let's start with the ones
who've held a lot of influence for a long time.
Speaker 2 (04:20):
Right, we'll start with the baby boomers. Generally, we're talking
about folks born between say nineteen forty six and nineteen
sixty four, post World War two exactly. They grew up
in a time of pretty significant economic growth, a booming
job market, and a general sense of social stability, and
that era really shaped their core values. Well, things like
job security became really important, a strong belief that hard
(04:43):
work pays off, you know, leads directly to success and
often a real sense of loyalty to their employer. Okay,
many boomers are still very active, often in leadership roles,
and they bring this huge amount of institutional knowledge. Ronagen
Corwin's research talks about this. It's not just ex in years.
It's that deep, often unwritten understanding of how things really
(05:04):
work in an organization.
Speaker 1 (05:06):
To how we got here.
Speaker 2 (05:07):
Knowledge precisely the history, the past, mistates the relationships. Losing
that as they retire. It's a big deal for companies
if they don't capture it somehow, a real loss of
organizational memory.
Speaker 1 (05:19):
That makes sense. Okay, who comes next? Sandwiched between the
boomers and the next big.
Speaker 2 (05:24):
Group, that would be Generation X, born roughly between nineteen
sixty five and nineteen eighty, they often get called the
neglected middle child, partly because their generation is just smaller
in number compared to Boomers and millennials.
Speaker 1 (05:35):
Right, I've heard that the latch key kid generation sometimes.
Speaker 2 (05:39):
Yeah, that's often part of the narrative. They grew up
during a time of rising divorce rates, more dual income households,
which often fostered a sense of independence. Maybe some skepticism
towards authority.
Speaker 1 (05:50):
Okay.
Speaker 2 (05:51):
They also saw some economic downturns like in the seventies
and eighties, which may be tempered some of the boomer
optimism with a bit more realism. They tend to value
competent vents, self reliance, and more of a work life
integration rather than strict balance.
Speaker 1 (06:05):
So more pragmatic perhaps.
Speaker 2 (06:07):
I think that's a good word for it. Often pragmatic
direct communicators, and they frequently end up being the bridge
builders in workplaces, kind of translating between the different styles,
often getting things done without a lot of fuss.
Speaker 1 (06:20):
Interesting. Okay, then we hit the big one numbers wise
in the workforce right now.
Speaker 2 (06:23):
Millennials or Generation WY born roughly nineteen eighty one to
some definitions go up to two thousand. This is the
generation that really came of age as the Internet excluded
social media, mobile tech that was their formative world.
Speaker 1 (06:37):
Digital pioneers in the workplace as some sources call.
Speaker 2 (06:40):
Them exactly PwC Acero Solutions. They really highlight this. For millennials,
technology wasn't just a tool they learn. It was woven
into their adolescence, their early adulthood, email, instant messaging, early
social media.
Speaker 1 (06:54):
They grew up with it, so it shaped how they
expect to communicate and access information.
Speaker 2 (07:00):
Mentally, it fostered collaboration and expectation of instant information. But
also remember their context. Many entered the workforce around the
dot com bust or the two thousand and eight financial crisis.
Speaker 1 (07:11):
Ah right, so that would impact views on job security,
loyalty for sure.
Speaker 2 (07:16):
It often led to a greater focus on personal growth,
finding purpose and work maybe less emphasis on just climbing
the traditional corporate ladder. Compared to boomers, work life balance
became a much bigger priority.
Speaker 1 (07:28):
Okay, that context is really important. And following them the
true digital.
Speaker 2 (07:32):
Natives Generation Z born roughly nineteen ninety seven to twenty twelve.
If millennials adapted to the internet, Gen Z has literally
never known a world without it, Internet, social media, smartphones,
It's just been there always.
Speaker 1 (07:44):
And they're a growing force in the workforce.
Speaker 2 (07:45):
Now huge Forbes predicts they'll be nearly thirty percent of
the workforce by twenty twenty five. That's a massive shift.
And being digital natives isn't just about being comfortable with tech.
Speaker 1 (07:55):
What else does it mean?
Speaker 2 (07:56):
It might mean fundamentally different ways of processing information growing
up with algorithms, constant content streams. It shapes cognition. They
often prefer visual communication. They're masters of brevity, very intuitive
with complex platforms, and.
Speaker 1 (08:11):
Maybe less patient with things that aren't efficient.
Speaker 2 (08:14):
Or authentic very much so, high value on authenticity, transparency,
low tolerance for clunky systems or you know, corporate speak
that feels fake. They're often self directed learners, too quick
to find info online.
Speaker 1 (08:26):
Fascinating. Okay. That brings us to the youngest cohort, the
ones just coming.
Speaker 2 (08:29):
Up, Generation Alpha born roughly twenty ten to maybe twenty
twenty five, the first generation entirely born in the twenty
first century. And if Gen z are digital natives, Alphas
are growing up even more immersed. We're talking AI, smart devices,
interactive learning from day one. Yeah, that's the term catching on.
The Gen Alpha report we looked at really emphasizes this.
(08:51):
They're toys, might have AI, their learning apps adapt to them,
voice assistants are just normal.
Speaker 1 (08:57):
So AI isn't futuristic for them.
Speaker 2 (08:58):
It's just too pretty much and everyday utility for learning, playing,
problem solving. It's shaping their expectations, how they think their
creativity in ways we're probably just starting to understand their
position to redefine well, pretty much everything as they grow up.
Speaker 1 (09:14):
Wow. Okay, so mapping out these generations it really highlights
a key point you touched on earlier, this massive shift
in communication itself.
Speaker 2 (09:21):
It's a fundamental divergence. For most of history, communication methods
were pretty stable, right face to face letters, maybe the phone.
But now, as John Millon points out, we have generations
with vastly different preferred and mastered methods all existing at once.
Speaker 1 (09:37):
In this digital affinity, especially for younger generations, it's not
just personal preference. It impacts work directly absolutely.
Speaker 2 (09:44):
PWC's research showed this years ago, younger workers often having
a more intuitive grasp of key business tools, collaboration platforms,
digital communication. It's not about being smarter. It's about that
early constant exposure.
Speaker 1 (09:58):
Which translates into expectation about workflow, efficiency.
Speaker 2 (10:01):
And patients or lack thereof with older systems. It's a
real capability difference in many ways.
Speaker 1 (10:07):
But and this feels really important to stress, we need
to be careful not to just slap labels on people
based on these general trends, right, avoid those harmful stereotypes.
Speaker 2 (10:16):
Critically important that bridging the generational divide source warms strongly
against it, you know, assuming all boomers are tech phobic
or all gen z or impatient job hoppers. Reality is
always a spectrum, So how.
Speaker 1 (10:28):
Do we navigate that Acknowledge the trends without stereotyping individuals.
Speaker 2 (10:32):
It's about recognizing tendencies without type casting. Patterns do exist,
often shaped by those shared historical moments and text shifts
we talked about. Understanding these general inclinations, like maybe boomers
often prefer face to face while millennials lean towards digital
for quick updates helps us tailor our approach.
Speaker 1 (10:49):
So use the patterns as a starting point for understanding,
not a definitive box.
Speaker 2 (10:54):
Exactly, use it to be more inclusive, more adaptable. For example,
knowing that maybe sixty percent of younger employer ployees prefer
informal digital collaboration while many older employees favor formal meetings
for key talks. That's useful info. It helps you offer
different options, meet people where they are without assuming everyone
fits that mold. It's about awareness, not assumption.
Speaker 1 (11:14):
Okay, so we have a clearer picture of who these
generations are and the communication shifts. Now let's dig a
bit deeper into their perspectives, their values, their work ethic,
how they like to communicate. Understanding this seems key to
bridging those divides. Let's start again with the baby boomers. Right.
Speaker 2 (11:30):
For baby boomers, those core values really connect back to
that post war stability, So stability itself is huge. Loyalty
to the company, a strong belief, and hard work. These
are foundational sources like Gary Waldron and blog. They all
point to this belief that effort equals success.
Speaker 1 (11:47):
And they expect that effort and experience to be recognized definitely.
Speaker 2 (11:51):
Tenure and experience are badges of honor. They expect respect
for that. And often there's a tendency to prioritize work
over personal life. Of work life balance focus we see
in younger generations might seem less essential.
Speaker 1 (12:05):
Perhaps, so what motivates them at work? What are they
driven by?
Speaker 2 (12:08):
Often a strong drive to succeed may be linked to
a fear of failure. Visibility is important, recognition through things
like titles, awards, financial rewards. Security is also key. They
tend to value steady employment and might stick with an
employer longer if they feel secure and valued.
Speaker 1 (12:26):
Okay, and how does all that translate into how they
prefer to communicate.
Speaker 2 (12:30):
It leans very heavily towards personal connection. Face to face
is often the gold standard for anything important. They value
the nuance, the directness. Phone calls are next.
Speaker 1 (12:39):
Best, even virtual face to face like zoom.
Speaker 2 (12:42):
Yeah, that's generally acceptable now, but maybe still seeing as
second best to being in the same room. They often
prefer these personal modes over things like email or slack
for significant discussions, which can feel impersonal to them.
Speaker 1 (12:54):
And there's an expectation of formality.
Speaker 2 (12:56):
Respect for hierarchy, yes, generally, respect for authority, especially based
on age and experience, is common. They often appreciate well
structured formal presentations and maybe a more consensus driven approach
to big decisions, wanting everyone to have a thorough say.
Speaker 1 (13:13):
Right so that personal connection and respect are really key
themes there. Okay, let's pivot to millennials, the largest group
in the workforce. Now, what are their driving forces?
Speaker 2 (13:23):
Millennials represent a pretty significant shift, coming of age with
the internet, facing economic concertainty, It shaped different priorities. Work
life balance is huge for them, much more so than
for many boomers.
Speaker 1 (13:35):
And professional growth.
Speaker 2 (13:37):
Purpose Absolutely, they actively seek opportunities to learn develop new
skills and purpose driven work is critical. They want to
feel their work matters, that it aligns with their values,
contributes to something bigger than just the bottom line. If
the why isn't clear, engagement can drop off fast.
Speaker 1 (13:53):
And communication wise. They're the digital pioneers.
Speaker 2 (13:56):
We mentioned, definitely very comfortable with tech changes. Preference often
leans towards ims, texts, email for efficiency. Their adept at
using social media professionally too, so.
Speaker 1 (14:06):
Less emphasis on face to face meetings for everything.
Speaker 2 (14:10):
Often yes, especially for routine things. Virtual meetings can feel faster,
more focused, less disruptive. They tend to value communication that short, direct,
gets to the point quickly. Efficiency is key, but it's nuanced.
They understand different channels suit different purposes. They're not anti
face to face, just selective.
Speaker 1 (14:29):
Okay, So how do you best motivate and recognize this generation?
What are they looking for from leaders?
Speaker 2 (14:36):
Upward movement is important and they don't necessarily expect it
to take decades. Clear career paths matter. They want their
voices heard, to contribute ideas, be part of decision making.
Collaboration is valued, and feedback on crucial. They thrive on frequent, specific,
constructive feedback, positive reinforcement, yes, but also clear guidance on
(14:56):
how to improve. Yet that Gallop research showing only seventeen
percent feel they get meaningful feedback. That's a huge gap.
Speaker 1 (15:02):
Wow, only seventeen percent. That's stark, it really is.
Speaker 2 (15:06):
They also respond well to optimism, passion. They want managers
who are more like coaches, partner supporters, helping them grow,
removing roadblocks.
Speaker 1 (15:13):
And what about loyalty? We hear a lot about millennials
job hopping.
Speaker 2 (15:17):
PwC called it loyalty light, which is maybe a fair description.
It's not necessarily disloyalty, but their loyalty might be more
to their own career path, their values, their growth, rather
than to a single institution for life. If their needs
for growth, balance and impact aren't met, they're often prepared
to move on.
Speaker 1 (15:36):
Gotcha. Okay, let's move on to Generation Z, the hyperdigital natives.
How do their values and styles compare?
Speaker 2 (15:43):
Gen Z takes some millennial trends even further shaped by
growing up in an even more connected, maybe more volatile world.
Authenticity and transparency are paramount for them, like really paramount.
Speaker 1 (15:54):
And inclusivity, social justice.
Speaker 2 (15:56):
Huge emphasis on those. They expect organizations to be genuinely
committed to diversity, equity inclusions, social and environmental responsibility. They
have a sharp eye for inauthenticity or hypocrisy. Purpose and
impact are drivers wanting to see a direct connection between
their work and positive change.
Speaker 1 (16:14):
Communication style must be even more instant, even more visual.
Speaker 2 (16:17):
Absolutely greater reliance on visual stuff, memes, emojis, short videos.
Communication is often in rapid bursts, very concise ims, texts,
specific social apps. They often prefer direct, private messaging over
big public.
Speaker 1 (16:32):
Group chats, and the expectation is immediate.
Speaker 2 (16:35):
Swift, direct, no fluff, gets straight to the point. They
grew up with information on demand, so patients for delays
or unnecessary steps is often.
Speaker 1 (16:44):
Low, and their expectations for the workplace itself, especially around
tech and flexibility very high.
Speaker 2 (16:49):
Flexible work arrangements are almost a given expectation, fair pay,
support for mental health is are critical, and their tolerance
for outdated workplace tech is extremely low. That stat about
seventy percent considering leaving a job for.
Speaker 1 (17:02):
Better tech seventy percent. That's huge.
Speaker 2 (17:04):
It tells you how fundamental technology is to their work experience.
They're a large, diverse generation and they are absolutely reshaping
business practices demanding more agility, accountability, and a focus on
employee well being.
Speaker 1 (17:17):
Okay, finally let's touch on Generation ELF again, still very
young but already influential. What are the key takeaways about
their perspectives?
Speaker 2 (17:24):
Well being born entirely in the twenty first century, totally
immersed in tech, it shapes everything. Learning styles. For instance,
they're comfortable with interactive digital content apps, videos, maybe more
so than traditional.
Speaker 1 (17:36):
Textbooks, micro learning, shorter attention spans.
Speaker 2 (17:38):
That's what the research suggests, blended learning, bite sized modules
often work well, and they're incredibly adept at self education,
using platforms like YouTube or TikTok to learn pretty much anything.
Speaker 1 (17:50):
So their career goals might look different too.
Speaker 2 (17:53):
Definitely seeing a shift alongside traditional dreams. You see aspirations
like becoming content creators, pro gamers, tech innovators, YouTuber streamers.
There's a strong entrepreneurial streak that seventy six percent wanting
to be their own boss or have a side hustle
is remarkable.
Speaker 1 (18:10):
Wow, seventy six percent even at that age.
Speaker 2 (18:12):
Yeah, many are already experimenting with monetizing online activities. It
points towards the future, maybe less focused on traditional jobs,
more on projects independence in.
Speaker 1 (18:21):
The AI native aspect. How does that play out?
Speaker 2 (18:23):
It means AI isn't scary or novel, It's just another tool.
Nearly half are already using AI for fun, learning, homework.
Parents overwhelmingly see AI literacy as crucial for their future.
This comfort level will fundamentally change how they approach problems, information,
creativity as they grow.
Speaker 1 (18:43):
And they already have economic clout the pester.
Speaker 2 (18:45):
Power thing absolutely That report confirmed it. Sixty nine percent
of parents say their alpha kid asked for something they
saw online leading to a purchase. They influence household spending significantly.
They're comfortable with subscriptions, digital goods. Buying roebucks or v
bucks is totally normal for them. It's about access over ownership,
and the lines between physical and digital value are blurred.
Speaker 1 (19:07):
It's really clear how understanding these deep seated values, motivations
and styles shaped by their times is so crucial before
we even get to the.
Speaker 2 (19:15):
Friction points exactly. It provides the essential context for everything else.
Speaker 1 (19:19):
Okay, so we have this incredibly rich mix of generations,
each with unique strengths. But let's be honest, this diversity
also leads to well friction tension misunderstandings. Let's dig into
the common barriers that keep popping up. The first one
seems obvious, just different ways of communicating.
Speaker 2 (19:39):
Yeah, this is probably the most visible one. That clash
we talked about earlier groomers or older gen xers often
preferring face to face or a phone call for the
nuance and connection, versus millennials and Gen z leaning heavily
on instant messages, texts, quick digital updates for speed and efficiency.
That PwC stat forty one percent of millennials preferring electroniccom
(20:00):
back in twenty eleven. It's only gone up since then.
Speaker 1 (20:02):
And it's not just the mode, it's the expectations around it,
Isn't it like response time.
Speaker 2 (20:06):
Huge point of friction. Younger generations often expect near instant
responses to texts or ims. Older generations, used to different
pace might not see them as needing that immediate attention.
Speaker 1 (20:16):
Which leads to frustration both ways totally.
Speaker 2 (20:19):
The sender feels ignored, the receiver feels pressured or interrupted.
And then there's that perception sometimes held by older managers
that younger folks avoid FaceTime right.
Speaker 1 (20:29):
Seeing it as disengagement or rudeness.
Speaker 2 (20:32):
When it might just be a preference for efficiency for
certain types of communication. That lack of a shared understanding
of the rules when to use which channel, how quickly
to respond causes constant low level and sometimes high level stress.
Speaker 1 (20:46):
Beyond the how, there's the what these differing values and
priorities we've discussed. That feels like it cuts deeper.
Speaker 2 (20:52):
It really does, because it gets to the core of
motivation and expectation. Think about millennials and gen Z prioritizing
work life balance, growth purpose That can clash with a
boomer focus on intense hard work, stability, maybe singular loyalty
to one company. Their formative experiences just led them down
different paths with different priorities.
Speaker 1 (21:13):
And this is where that perception of entitlement sometimes comes in.
Aimed at younger generations.
Speaker 2 (21:18):
It's a common flashpoint. What one generation sees as a
reasonable expectation, like flexible work, wanting fair pay increases sooner
rather than later, needing regular feedback, another might perceive as entitlement.
Speaker 1 (21:31):
But it might just be different expectations based on their.
Speaker 2 (21:35):
Reality, exactly as PwC suggested. It's often just doing things
differently based on the economic and technological world they grew
up in not necessarily a character flaw or lack of
work ethic, seeing flexible work as logical not a perk
for instance.
Speaker 1 (21:50):
Okay, that leads neatly into hierarchy and authority another area
right for clashes definitely.
Speaker 2 (21:55):
Boomers often valuing hierarchy and respecting authority based on tenures
and experience that comes from the systems they grew up in.
Speaker 1 (22:02):
Whereas younger generations might question that.
Speaker 2 (22:04):
Yeah, Millennials and Gen z often feel more comfortable with
flatter structures. They value transparency, direct access to leaders, being
able to voice opinions regardless of rank. They can be
turned off by information silos or rigid chains of command.
Speaker 1 (22:17):
So what happens when inevitably younger people start managing older employees.
Speaker 2 (22:22):
That can be really tricky, As Outsource Accelerator noted. If
a boomer equates authority with longevity, being managed by someone
younger challenges that fundamental belief, it can lead to resentment
or feeling disrespected if not handled carefully.
Speaker 1 (22:36):
Yeah, I could see that. Then there's the ever present
issue of technology, understanding it adopting it a huge one.
Speaker 2 (22:43):
Older generations might feel held back by tech they find
unfamiliar or not fully grasp how younger colleagues use tools
intuitively for speed and collaboration.
Speaker 1 (22:52):
While younger generations get frustrated by outdated systems massively frustrated.
Speaker 2 (22:57):
Remember that seventy percent stat for gen Z low tolerance
for inefficient tech. They see it as a barrier to
doing good work, maybe even assigned the company isn't forward thinking.
This gap in tech fluency and expectation creates real workflow
problems and feedback.
Speaker 1 (23:13):
We touched on this, but the expectations around it are
so different.
Speaker 2 (23:17):
Radically different. Millennials and gen Z crave that frequent, specific,
constructive feedback loop. It's fuel for their growth, but.
Speaker 1 (23:24):
They often don't feel like they're getting it, or not
meaningfully anyway.
Speaker 2 (23:27):
Exactly That gallup data is sobering. Only nineteen percent strongly
agree they get routine feedback, seventeen percent meaningful feedback. That's
a huge miss. Boomers, on the other hand, might prefer
more formal feedback like annual reviews, and find constant check
ins excessive or even micromanaging.
Speaker 1 (23:45):
So the very definition of good feedback differs.
Speaker 2 (23:48):
Profoundly, and that disconnect leads to people feeling undervalued, unsupported,
unsure of where they stand, which hits motivation hard.
Speaker 1 (23:56):
Finally, even how people approach conflict can differ.
Speaker 2 (23:59):
Yeah, layer boomers might appreciate a more direct address, a
head on approach, maybe in a formal meeting. Well, younger
generations might prefer maybe a more collaborative, less confrontational style,
seeking mutual understanding, perhaps using more indirect language to avoid
perceived aggression. These differing styles can make resolving conflicts much
harder if people aren't aware of the potential mismatch.
Speaker 1 (24:21):
Wow, Okay, laying out all these barriers really underscores why
we need practical strategies. It's not just minor stuff. These
are real obstacles to effective collaboration and connection.
Speaker 2 (24:30):
Absolutely, but the good news is they're not insurmountable. Recognizing
them is the first crucial step.
Speaker 1 (24:38):
All right, So we've identified the generations, understood their perspectives,
and mapped out the common friction points. Now for the
really constructive part, what can we actually do? Let's dive
into some practical strategies, real tools for bridging these divides.
One that comes up a lot is mentorship.
Speaker 2 (24:55):
Yes, and crucially, thinking about it in both directions. Traditional
mentorship is incredibly valuable boomers experienced gen xers sharing their wisdom,
their institutional knowledge.
Speaker 1 (25:07):
It's irreplaceable, that tacit knowledge you mentioned, the stuff that's
not written down.
Speaker 2 (25:10):
Exactly, the context, the nuances, the history. Mentoring allows that transfer,
and for the boomer mentor, it often fulfills that desire
to stay engaged, contribute, leave a legacy. It builds respect,
preserves vital knowledge. Multiple sources highlight this.
Speaker 1 (25:26):
Okay, but what about the reverse part That sounds intriguing.
Speaker 2 (25:28):
Reverse mentoring is powerful because it flips the script younger employees,
often millennials or gen z mentor more senior colleagues, typically
on things like new technology, digital tools, social media trends,
maybe new work methodologies like agile.
Speaker 1 (25:45):
So it helps bridge the tech gap.
Speaker 2 (25:46):
It does, but it's more than that. It's a two
way street. While the senior person learns new skills, the
younger mentor often gains incredible insights into leadership strategy, navigating
the organization. It fosters mutual respect, breaks down on hierarchical barriers,
and explicitly values the skills both generations bring, and.
Speaker 1 (26:04):
There are tangible benefits beyond just skills.
Speaker 2 (26:06):
Right. Yeah, Age brilliantly cited research showing older adults who
mentor experience lower depression rates, higher life satisfaction, and young
adults with mentors are more likely to succeed academically and
engage civically. It's genuinely beneficial for everyone involved.
Speaker 1 (26:20):
That's fantastic. Yeah, okay. Strategy number two adapting communication modes.
This seems fundamental but maybe easy to overlook day to day.
Speaker 2 (26:27):
It's huge. The key is constantly adopting a multi channel approach.
Don't just default to your preferred method for everything. Think
about the message, think about the recipient.
Speaker 1 (26:38):
So be flexible, use a mix exactly.
Speaker 2 (26:41):
Sometimes a face to face meeting is best for a
complex or sensitive topic. Other times a quick IM or
Slack message is perfect for a simple update, Maybe a
phone call for a check in that needs a bit
more nuanced than text. Offer options and try to meet
people where they are.
Speaker 1 (26:57):
Does face to face still have a place even with
the digital natives.
Speaker 2 (27:00):
Absolutely. While younger generations might not want it for every
little thing, direct human connection is still vital for building trust, rapport,
deep understanding, especially for difficult conversations or relationship building. Don't
underestimate its power, even if it's used more selectively, And.
Speaker 1 (27:17):
What about clarity versus detail? Boomers liking detail, younger folks
wanting brevity.
Speaker 2 (27:22):
Find the balance, lead with the main point, use summaries,
bullet points, be concise. You can always offer more detail
if needed, rather than overwhelming people up front, respect their
time and how they process information and.
Speaker 1 (27:34):
The email overload issue.
Speaker 2 (27:35):
Acknowledge it's real. Younger generations might skim or miss long emails,
So maybe use email for formal stuff or things needing
a record, but consider other tools for quick back and forths.
But don't ditch email entirely for important things either. It's
about choosing the right tool for the job.
Speaker 1 (27:52):
Makes sense, hmm okay? Next big one fostering a culture
of feedback and support. This seemed like a major pain
point phouge.
Speaker 2 (28:00):
Especially for millennials and gen Z who crave that regular
constructive input for their growth. But remember the gap. They
want it, but often don't feel they're getting it meaningfully.
Speaker 1 (28:10):
So how do we make feedback meaningful across the board?
Speaker 2 (28:13):
The killer tip from Gallop ask don't assume. Ask individuals,
what does meaningful feedback look like to you? How do
you prefer to be recognized? For some it's public praise
for others, a quiet thank you or maybe a challenging
new project.
Speaker 1 (28:26):
Tailor it and managers need to shift their role more
coach than boss.
Speaker 2 (28:30):
That's the idea. Be a partner in development, ask how
can I support you? Remove obstacles, be a cheerleader that
resonates powerfully, especially with younger generations.
Speaker 1 (28:38):
And creating safety so people aren't afraid to ask for feedback.
Speaker 2 (28:42):
Essential build environment where asking for help or clarification is encouraged,
not seen as weakness. That foster's trust reduces insecurity and
empowers people to actually seek the support they need.
Speaker 1 (28:56):
Okay, let's talk flexibility and work life balance. This feels
like an negotiable now for many.
Speaker 2 (29:01):
It really is, particularly for attracting and retaining millennials and
Gen Z. Flexible arrangements, remote hybrid, valuing life outside work.
These are baseline expectations now, not perks. The pandemic just
accelerated this massively.
Speaker 1 (29:16):
So the focus needs to shift from hours worked.
Speaker 2 (29:19):
The results achieved value created. Trusting people to manage their
time and deliver, regardless of wear or exactly when they work.
That autonomy often boosts productivity and morales significantly.
Speaker 1 (29:30):
And promoting wellness fits.
Speaker 2 (29:31):
In here too, absolutely actively promoting healthy habits providing mental
health resources. This aligns with younger generation's values and acknowledges
the stresses of modern work. It builds a more sustainable,
human centered workplace.
Speaker 1 (29:43):
Next up, emphasizing shared values and purpose. This seems really
core for engagement, especially now.
Speaker 2 (29:50):
Critically important millennials and gen Z especially prioritize authenticity. Companies
need to genuinely live their stated values, walk the walk
on social responsibility, ethics, et cetera. Hypocrisy gets sniffed out fast.
Speaker 1 (30:04):
So connecting the work to a bigger picture.
Speaker 2 (30:06):
Exactly clearly articulate how each role contributes to the mission,
the positive impact on customers or the world. That sense
of shared purpose is a powerful motivator and builds commitment
across generations.
Speaker 1 (30:18):
And DEI is fundamental here, particularly for gen Z.
Speaker 2 (30:21):
Absolutely foundational. For gen Z, they expect a genuine commitment
to diversity, equity and inclusion. It's not optional. It's about
creating a truly welcoming and fair environment. Demonstrating that through training, policies, sponsorship.
It shows the values are real.
Speaker 1 (30:35):
Okay, leveraging technology, we know it's a source of friction
but how do can it be used strategically to bridge gaps?
Speaker 2 (30:41):
By choosing tools wisely implement user friendly platforms that support quick,
visual collaborative work. This meets digital natives where they are,
but should also be accessible enough for others to.
Speaker 1 (30:53):
Learn and using people to bridge the gaps.
Speaker 2 (30:56):
Yes, Millennials, often comfortable in both worlds, can be rate ambassadors.
Helping older colleagues get comfortable with new tools through informal
coaching or reverse mentoring.
Speaker 1 (31:06):
And getting feedback on the tech itself crucial.
Speaker 2 (31:09):
Regularly ask everyone if the tools are working, if they're
helping productivity, if they feel supported using them. Don't just
impose tech, make sure it serves the whole team.
Speaker 1 (31:17):
Finally, understanding historical context, this feels less like a direct action,
more like building empathy.
Speaker 2 (31:23):
It's a powerful empathy tool. Remembering why generations might have
certain views Boomers shaped by post war growth and stability,
Millennials gen z by economic uncertainty, digital saturation, rapid social change.
Speaker 1 (31:36):
So realizing their views on risk, loyalty, independence aren't random.
Speaker 2 (31:41):
Exactly, They're often logical responses to their formative experiences. Understanding
that context helps us move past judgment. Why are they
like that to understanding. Okay, I see how their experience
shaped that view. It fosters empathy and makes difficult conversations
much more constructive.
Speaker 1 (31:58):
Okay, we've covered a ton of ground, the generations, the barriers,
the strategies. Now let's try to make it really concrete.
How do these strategies play out in real life. Let's
take some examples sorting close to home family life.
Speaker 2 (32:10):
Right, Imagine planning a big family get together, maybe a
holiday meal. The boomer matriarch or patriarch might prefer deciding
things via a series of phone calls or a long
email chain, expecting detailed replies. Okay, A millennial sibling might
immediately create a WhatsApp group, expecting quick polls on dates
and potluck assignments, maybe sharing recipe links, and the gen
(32:32):
z cousin might chime in on the group chat, primarily
with relevant memes expressing their food preferences, or maybe a
jiff showing their availability. Assuming the visual shorthand is understood
by everyone.
Speaker 1 (32:43):
Which it might not be, leading to confusion or someone
feeling ignored.
Speaker 2 (32:47):
Exactly so, applying the strategies here means first recognizing these
different preferences. Maybe the millennial acknowledges the initial email, but
gently guides the planning towards the group chat for faster logistics.
When the meme appears, Instead of the boomer saying what's
this nonsense, they could ask with genuine curiosity, Okay, help
(33:08):
me understand this meme? Does this mean you definitely don't
want turkey? Acknowledge the attempt to communicate even if the
mode is unfamiliar.
Speaker 1 (33:15):
So adapt your mode a bit. Practice curiosity, focus on
the shared goal having a nice meal together.
Speaker 2 (33:21):
Precisely make space for everyone's style, even if it means
interpreting a few emojis along the way.
Speaker 1 (33:26):
Okay, let's shift to the workplace. A project team with
mixed ages working on, say a marketing campaign.
Speaker 2 (33:32):
Classic scenario, the gen z designer finishes a draft and
posts a screen shot in the team's Slack channel with
a quick FYI draft one done, expecting instant emoji reactions
or comments. Meanwhile, the boomer project manager is waiting for
an email with the file formally attached, maybe scheduled for
their regular check in meeting later that day, and completely
(33:53):
misses the Slack.
Speaker 1 (33:54):
Update, leading to potential delays or duplicated effort.
Speaker 2 (33:57):
Right. So, strategies Here, intentional intergenerational teaming helps pairing people
with different styles. Leaders should explicitly set expectations. We'll use
Slack for quick updates, but final versions need to be
emailed or whatever. The agreed process is.
Speaker 1 (34:14):
Offer multiple channels and maybe some cross training.
Speaker 2 (34:16):
Definitely a quick informal hey, let me show you how
we use slack threads for feedback from the gen zer
or the boomer, explaining why a formal email trail is
needed for approvals, Building that shared understanding of why people
use different tools.
Speaker 1 (34:29):
What about that tricky feedback situation a younger manager giving
corrective feedback to an experienced boomer.
Speaker 2 (34:36):
This requires real finess. Megan Johnson's advice is gold here.
Start by explicitly acknowledging the boomer's experience and contributions. Your
knowledge in this area is so valuable or I really
appreciate your long term dedication. Validate them first, okay, soften
the ground exactly. Then frame the feedback objectively, focusing on
the impact of the behavior, not making it a personal criticism.
(35:00):
Ascertained that this specific action could lead to this negative
outcome for the team client, rather than you shouldn't do that.
Speaker 1 (35:06):
Focus on shared goals impact, not personal failure.
Speaker 2 (35:10):
Yes, it respects their experience while still addressing the issue.
It's about being clear but also deeply respectful of their
history and contribution.
Speaker 1 (35:19):
That makes a lot of sense. Okay. Finally, online interactions,
social media forums, even text messages, it's like a whole
different language.
Speaker 2 (35:27):
Sometimes it really can be. The use of emojis, memes, acronyms,
even punctuation varies hugely. That example of lol literal laughter
for a boomer, maybe sarcasm or mild amusement for gen
z or the dreaded period at the end of a
text right, which.
Speaker 1 (35:42):
Can seem totally neutral to one person and passive aggressive
to another.
Speaker 2 (35:45):
Exactly, a simple okay can land very differently depending on
generational norms. Misunderstandings are rife.
Speaker 1 (35:51):
So how do we navigate this constantly shifting digital landscape?
Speaker 2 (35:55):
Cultivate digital literacy and again curiosity over correction. If you
see shorthand or emoji, you don't get ask hey, what
does that emoji mean in this context? Or if a
message feels blunt, maybe clarify the tone, just checking we're good, right,
rather than assuming negativity, and.
Speaker 1 (36:11):
Try to understand that for younger generations. Visual communication is
often efficient and nuanced.
Speaker 2 (36:17):
Yes, recognize it carries meaning, emotion, cultural references. Be open
to learning the grammar of digital communication, even if it
feels foreign at first, Appreciate its speed and the connection
it can build within those who share the language.
Speaker 1 (36:31):
These examples really drive home that it's not about massive,
sweeping changes, but lots of small, conscious adjustments based on
empathy and awareness.
Speaker 2 (36:40):
That's exactly it, consistent intentional effort in our everyday interactions.
Speaker 1 (36:45):
Well, we have certainly covered a lot of ground today.
We've journeyed through this complex, multi generational world we're all navigating.
We've defined the cohorts, unpacked their perspectives.
Speaker 2 (36:55):
Looked at their values, communication styles, and importantly those common
barriers that cost so much friction.
Speaker 1 (37:00):
Right, But we didn't just stop there. We explored practical strategies,
actual tools, things like mentorship both traditional and.
Speaker 2 (37:08):
Reverse adapting, how we communicate being flexible with channels, fostering
that crucial culture of meaningful feedback and support.
Speaker 1 (37:16):
Promoting flexibility, focusing on shared values and purpose, using text strategically,
and understanding that vital historical context.
Speaker 2 (37:24):
It's quite a toolkit we've assembled.
Speaker 1 (37:26):
It really is, and the big takeaway for me at least,
feels really powerful. These generational differences, they aren't inherently weaknesses,
are they not?
Speaker 2 (37:36):
At all? They're actually a source of incredible richness, different experiences,
diverse perspectives, complementary skills when we approach it right with intention, curiosity, respect.
That diversity is fuel fuel.
Speaker 1 (37:49):
For innovation, creativity, productivity in our families, workplaces, communities.
Speaker 2 (37:54):
Absolutely, and that mutual respect it's not just you know,
nice to have, it's absolutely essential for making any real
progress together in this interconnected world.
Speaker 1 (38:03):
Which leads to maybe a provocative thought for you, our
listener to mull over.
Speaker 2 (38:07):
What if the biggest barrier isn't actually the differences themselves.
What if it's our assumption that they have to be barriers.
Our own preconceptions are judgments. Maybe they're holding us back
more than anything else.
Speaker 1 (38:20):
That's something to think about. So here's a challenge, a
call to action for this week. We encourage you try
to initiate just one meaningful conversation with someone from a
different generation in your life.
Speaker 2 (38:31):
Could be anyone, a colleague, of family member, or someone online.
Speaker 1 (38:35):
And when you do, make a conscious effort, drop your assumptions,
try adapting your communication style a bit to meet them
where they are and really truly listen, not just waiting
to talk, but listening to understand.
Speaker 2 (38:47):
Ask yourself, what new insight could I gain, What connection
could I make? What bridge could I build? Just by
approaching it with a little more curiosity and respect, the.
Speaker 1 (38:56):
Answer might genuinely surprise you. Together, here we start to
learn
In the quiet Place, Wisha words on food like whispers
in the.
Speaker 2 (00:13):
To go whoe we start to.
Speaker 1 (00:20):
Welcome to the culture Hook podcast, your space to learn
and learn and grow, one hug and one episode at
a time. Have you ever been in a conversation, maybe
you know, a family dinner or even a work meeting
where it just feels like everyone's speaking completely different languages?
Speaker 2 (00:37):
Oh, definitely.
Speaker 1 (00:38):
Like maybe you prefer a quick phone call to sort
something out, but then all you get back is like
a stream of one word.
Speaker 2 (00:44):
Texts, right or the flip side, You send a quick
text because it's sufficient, and someone keeps calling you back
wanting a full conversation.
Speaker 1 (00:52):
Exactly, And that scenario it's not just a minor annoyance.
Is it feels really common these days?
Speaker 2 (00:58):
It really is, and it points to something much bigger.
I was reading John Millan's analysis and he had this
great little story a baby boomer leader totally frustrated because
a younger colleague ignored his calls and then just texted back,
what do you want?
Speaker 1 (01:15):
Oh wow?
Speaker 2 (01:15):
And the boomer was just baffled, You know, what do
you mean? What do I want? I want to talk
to you. That little clash, It just says so much
about the communication preferences, doesn't it.
Speaker 1 (01:24):
It absolutely does. It's like a perfect snapshot of that
gap that can open up, not just at work, but
you know, right in our own families.
Speaker 2 (01:31):
And here's the really fascinating part. Historically speaking, for the
very first time, we actually have five distinct generations, all active,
all shaping things at the same time.
Speaker 1 (01:42):
Five Wow, yeah.
Speaker 2 (01:44):
Baby boomers, Gen X, millennials, Gen Z, and even the
ones just starting to emerge, Generation Alpha. Several sources like
m blog and that Millan article, they really drive this home.
It's unprecedented.
Speaker 1 (01:55):
So five generations coexisting, working together, living together. That sounds
it's like, well, a lot of potential for richness, but
also challenges.
Speaker 2 (02:05):
Exactly, incredible opportunities, definitely, but also unique communication hurdles and
the easy trap, the one we really want to avoid
today is falling back on.
Speaker 1 (02:13):
Labels, right like okay BOIM or lazy gen Z, that
kind of thing.
Speaker 2 (02:16):
Precisely, or thinking you know, oh, they're just a boomer
stuck in their ways or typical millennial needs constant praise.
That kind of judgment. It just creates division. One source
bridging the generational divide calls it harmful over generalizations.
Speaker 1 (02:31):
Harmful over generalizations. I like that because it stops real understanding,
doesn't it.
Speaker 2 (02:35):
It totally alienates people and blocks any real progress or connection.
It's like trying to navigate a really complexity with just
a stereotype for a map. It doesn't work.
Speaker 1 (02:47):
So for you listening maybe grappling with these exact dynamics,
what's our goal today? What are we trying to achieve?
Speaker 2 (02:53):
Well, our mission today is really to move beyond that
name calling, beyond the judgment. We want to foster genuine understanding.
Get curious about these different generational perspectives, approach them with respect.
Speaker 1 (03:06):
And give people tools things they can actually use exactly.
Speaker 2 (03:09):
Equip you with practical, actionable tools and maybe some fresh perspectives,
things you can apply immediately to have better conversations, build
stronger connections, whether that's at home, at work, or even
just navigating online spaces.
Speaker 1 (03:22):
Okay, and we've pulled together a fair bit of research
for this, haven't we We have?
Speaker 2 (03:26):
It's quite a diverse stack. We've got academic work like
Ronda gene core when on knowledge retention from older workers,
which is fascinating. Then there's practical stuff from places like
PwC and AXO solutions on workplace communication, plus insights from
Forbes Verbal Planet looking specifically at gen Z and even
(03:46):
the emerging.
Speaker 1 (03:47):
Gen Alpha, so real mix.
Speaker 2 (03:49):
Yeah, the idea is to cut through the noise, find
the really valuable nuggets, and help you make sense of
this complex, multi generational world we're all living in.
Speaker 1 (03:58):
All right, sounds like a plant. So where do we start?
Maybe by properly defining who we're talking about, because it's
more than just birth.
Speaker 2 (04:06):
Years, right, Absolutely, it's about the world they grew up in,
the events that shape them. It's much deeper than just dates.
Speaker 1 (04:12):
Okay, so let's kick things off by charting this generational landscape.
Who are these five cohorts. Let's start with the ones
who've held a lot of influence for a long time.
Speaker 2 (04:20):
Right, we'll start with the baby boomers. Generally, we're talking
about folks born between say nineteen forty six and nineteen
sixty four, post World War two exactly. They grew up
in a time of pretty significant economic growth, a booming
job market, and a general sense of social stability, and
that era really shaped their core values. Well, things like
job security became really important, a strong belief that hard
(04:43):
work pays off, you know, leads directly to success and
often a real sense of loyalty to their employer. Okay,
many boomers are still very active, often in leadership roles,
and they bring this huge amount of institutional knowledge. Ronagen
Corwin's research talks about this. It's not just ex in years.
It's that deep, often unwritten understanding of how things really
(05:04):
work in an organization.
Speaker 1 (05:06):
To how we got here.
Speaker 2 (05:07):
Knowledge precisely the history, the past, mistates the relationships. Losing
that as they retire. It's a big deal for companies
if they don't capture it somehow, a real loss of
organizational memory.
Speaker 1 (05:19):
That makes sense. Okay, who comes next? Sandwiched between the
boomers and the next big.
Speaker 2 (05:24):
Group, that would be Generation X, born roughly between nineteen
sixty five and nineteen eighty, they often get called the
neglected middle child, partly because their generation is just smaller
in number compared to Boomers and millennials.
Speaker 1 (05:35):
Right, I've heard that the latch key kid generation sometimes.
Speaker 2 (05:39):
Yeah, that's often part of the narrative. They grew up
during a time of rising divorce rates, more dual income households,
which often fostered a sense of independence. Maybe some skepticism
towards authority.
Speaker 1 (05:50):
Okay.
Speaker 2 (05:51):
They also saw some economic downturns like in the seventies
and eighties, which may be tempered some of the boomer
optimism with a bit more realism. They tend to value
competent vents, self reliance, and more of a work life
integration rather than strict balance.
Speaker 1 (06:05):
So more pragmatic perhaps.
Speaker 2 (06:07):
I think that's a good word for it. Often pragmatic
direct communicators, and they frequently end up being the bridge
builders in workplaces, kind of translating between the different styles,
often getting things done without a lot of fuss.
Speaker 1 (06:20):
Interesting. Okay, then we hit the big one numbers wise
in the workforce right now.
Speaker 2 (06:23):
Millennials or Generation WY born roughly nineteen eighty one to
some definitions go up to two thousand. This is the
generation that really came of age as the Internet excluded
social media, mobile tech that was their formative world.
Speaker 1 (06:37):
Digital pioneers in the workplace as some sources call.
Speaker 2 (06:40):
Them exactly PwC Acero Solutions. They really highlight this. For millennials,
technology wasn't just a tool they learn. It was woven
into their adolescence, their early adulthood, email, instant messaging, early
social media.
Speaker 1 (06:54):
They grew up with it, so it shaped how they
expect to communicate and access information.
Speaker 2 (07:00):
Mentally, it fostered collaboration and expectation of instant information. But
also remember their context. Many entered the workforce around the
dot com bust or the two thousand and eight financial crisis.
Speaker 1 (07:11):
Ah right, so that would impact views on job security,
loyalty for sure.
Speaker 2 (07:16):
It often led to a greater focus on personal growth,
finding purpose and work maybe less emphasis on just climbing
the traditional corporate ladder. Compared to boomers, work life balance
became a much bigger priority.
Speaker 1 (07:28):
Okay, that context is really important. And following them the
true digital.
Speaker 2 (07:32):
Natives Generation Z born roughly nineteen ninety seven to twenty twelve.
If millennials adapted to the internet, Gen Z has literally
never known a world without it, Internet, social media, smartphones,
It's just been there always.
Speaker 1 (07:44):
And they're a growing force in the workforce.
Speaker 2 (07:45):
Now huge Forbes predicts they'll be nearly thirty percent of
the workforce by twenty twenty five. That's a massive shift.
And being digital natives isn't just about being comfortable with tech.
Speaker 1 (07:55):
What else does it mean?
Speaker 2 (07:56):
It might mean fundamentally different ways of processing information growing
up with algorithms, constant content streams. It shapes cognition. They
often prefer visual communication. They're masters of brevity, very intuitive
with complex platforms, and.
Speaker 1 (08:11):
Maybe less patient with things that aren't efficient.
Speaker 2 (08:14):
Or authentic very much so, high value on authenticity, transparency,
low tolerance for clunky systems or you know, corporate speak
that feels fake. They're often self directed learners, too quick
to find info online.
Speaker 1 (08:26):
Fascinating. Okay. That brings us to the youngest cohort, the
ones just coming.
Speaker 2 (08:29):
Up, Generation Alpha born roughly twenty ten to maybe twenty
twenty five, the first generation entirely born in the twenty
first century. And if Gen z are digital natives, Alphas
are growing up even more immersed. We're talking AI, smart devices,
interactive learning from day one. Yeah, that's the term catching on.
The Gen Alpha report we looked at really emphasizes this.
(08:51):
They're toys, might have AI, their learning apps adapt to them,
voice assistants are just normal.
Speaker 1 (08:57):
So AI isn't futuristic for them.
Speaker 2 (08:58):
It's just too pretty much and everyday utility for learning, playing,
problem solving. It's shaping their expectations, how they think their
creativity in ways we're probably just starting to understand their
position to redefine well, pretty much everything as they grow up.
Speaker 1 (09:14):
Wow. Okay, so mapping out these generations it really highlights
a key point you touched on earlier, this massive shift
in communication itself.
Speaker 2 (09:21):
It's a fundamental divergence. For most of history, communication methods
were pretty stable, right face to face letters, maybe the phone.
But now, as John Millon points out, we have generations
with vastly different preferred and mastered methods all existing at once.
Speaker 1 (09:37):
In this digital affinity, especially for younger generations, it's not
just personal preference. It impacts work directly absolutely.
Speaker 2 (09:44):
PWC's research showed this years ago, younger workers often having
a more intuitive grasp of key business tools, collaboration platforms,
digital communication. It's not about being smarter. It's about that
early constant exposure.
Speaker 1 (09:58):
Which translates into expectation about workflow, efficiency.
Speaker 2 (10:01):
And patients or lack thereof with older systems. It's a
real capability difference in many ways.
Speaker 1 (10:07):
But and this feels really important to stress, we need
to be careful not to just slap labels on people
based on these general trends, right, avoid those harmful stereotypes.
Speaker 2 (10:16):
Critically important that bridging the generational divide source warms strongly
against it, you know, assuming all boomers are tech phobic
or all gen z or impatient job hoppers. Reality is
always a spectrum, So how.
Speaker 1 (10:28):
Do we navigate that Acknowledge the trends without stereotyping individuals.
Speaker 2 (10:32):
It's about recognizing tendencies without type casting. Patterns do exist,
often shaped by those shared historical moments and text shifts
we talked about. Understanding these general inclinations, like maybe boomers
often prefer face to face while millennials lean towards digital
for quick updates helps us tailor our approach.
Speaker 1 (10:49):
So use the patterns as a starting point for understanding,
not a definitive box.
Speaker 2 (10:54):
Exactly, use it to be more inclusive, more adaptable. For example,
knowing that maybe sixty percent of younger employer ployees prefer
informal digital collaboration while many older employees favor formal meetings
for key talks. That's useful info. It helps you offer
different options, meet people where they are without assuming everyone
fits that mold. It's about awareness, not assumption.
Speaker 1 (11:14):
Okay, so we have a clearer picture of who these
generations are and the communication shifts. Now let's dig a
bit deeper into their perspectives, their values, their work ethic,
how they like to communicate. Understanding this seems key to
bridging those divides. Let's start again with the baby boomers. Right.
Speaker 2 (11:30):
For baby boomers, those core values really connect back to
that post war stability, So stability itself is huge. Loyalty
to the company, a strong belief, and hard work. These
are foundational sources like Gary Waldron and blog. They all
point to this belief that effort equals success.
Speaker 1 (11:47):
And they expect that effort and experience to be recognized definitely.
Speaker 2 (11:51):
Tenure and experience are badges of honor. They expect respect
for that. And often there's a tendency to prioritize work
over personal life. Of work life balance focus we see
in younger generations might seem less essential.
Speaker 1 (12:05):
Perhaps, so what motivates them at work? What are they
driven by?
Speaker 2 (12:08):
Often a strong drive to succeed may be linked to
a fear of failure. Visibility is important, recognition through things
like titles, awards, financial rewards. Security is also key. They
tend to value steady employment and might stick with an
employer longer if they feel secure and valued.
Speaker 1 (12:26):
Okay, and how does all that translate into how they
prefer to communicate.
Speaker 2 (12:30):
It leans very heavily towards personal connection. Face to face
is often the gold standard for anything important. They value
the nuance, the directness. Phone calls are next.
Speaker 1 (12:39):
Best, even virtual face to face like zoom.
Speaker 2 (12:42):
Yeah, that's generally acceptable now, but maybe still seeing as
second best to being in the same room. They often
prefer these personal modes over things like email or slack
for significant discussions, which can feel impersonal to them.
Speaker 1 (12:54):
And there's an expectation of formality.
Speaker 2 (12:56):
Respect for hierarchy, yes, generally, respect for authority, especially based
on age and experience, is common. They often appreciate well
structured formal presentations and maybe a more consensus driven approach
to big decisions, wanting everyone to have a thorough say.
Speaker 1 (13:13):
Right so that personal connection and respect are really key
themes there. Okay, let's pivot to millennials, the largest group
in the workforce. Now, what are their driving forces?
Speaker 2 (13:23):
Millennials represent a pretty significant shift, coming of age with
the internet, facing economic concertainty, It shaped different priorities. Work
life balance is huge for them, much more so than
for many boomers.
Speaker 1 (13:35):
And professional growth.
Speaker 2 (13:37):
Purpose Absolutely, they actively seek opportunities to learn develop new
skills and purpose driven work is critical. They want to
feel their work matters, that it aligns with their values,
contributes to something bigger than just the bottom line. If
the why isn't clear, engagement can drop off fast.
Speaker 1 (13:53):
And communication wise. They're the digital pioneers.
Speaker 2 (13:56):
We mentioned, definitely very comfortable with tech changes. Preference often
leans towards ims, texts, email for efficiency. Their adept at
using social media professionally too, so.
Speaker 1 (14:06):
Less emphasis on face to face meetings for everything.
Speaker 2 (14:10):
Often yes, especially for routine things. Virtual meetings can feel faster,
more focused, less disruptive. They tend to value communication that short, direct,
gets to the point quickly. Efficiency is key, but it's nuanced.
They understand different channels suit different purposes. They're not anti
face to face, just selective.
Speaker 1 (14:29):
Okay, So how do you best motivate and recognize this generation?
What are they looking for from leaders?
Speaker 2 (14:36):
Upward movement is important and they don't necessarily expect it
to take decades. Clear career paths matter. They want their
voices heard, to contribute ideas, be part of decision making.
Collaboration is valued, and feedback on crucial. They thrive on frequent, specific,
constructive feedback, positive reinforcement, yes, but also clear guidance on
(14:56):
how to improve. Yet that Gallop research showing only seventeen
percent feel they get meaningful feedback. That's a huge gap.
Speaker 1 (15:02):
Wow, only seventeen percent. That's stark, it really is.
Speaker 2 (15:06):
They also respond well to optimism, passion. They want managers
who are more like coaches, partner supporters, helping them grow,
removing roadblocks.
Speaker 1 (15:13):
And what about loyalty? We hear a lot about millennials
job hopping.
Speaker 2 (15:17):
PwC called it loyalty light, which is maybe a fair description.
It's not necessarily disloyalty, but their loyalty might be more
to their own career path, their values, their growth, rather
than to a single institution for life. If their needs
for growth, balance and impact aren't met, they're often prepared
to move on.
Speaker 1 (15:36):
Gotcha. Okay, let's move on to Generation Z, the hyperdigital natives.
How do their values and styles compare?
Speaker 2 (15:43):
Gen Z takes some millennial trends even further shaped by
growing up in an even more connected, maybe more volatile world.
Authenticity and transparency are paramount for them, like really paramount.
Speaker 1 (15:54):
And inclusivity, social justice.
Speaker 2 (15:56):
Huge emphasis on those. They expect organizations to be genuinely
committed to diversity, equity inclusions, social and environmental responsibility. They
have a sharp eye for inauthenticity or hypocrisy. Purpose and
impact are drivers wanting to see a direct connection between
their work and positive change.
Speaker 1 (16:14):
Communication style must be even more instant, even more visual.
Speaker 2 (16:17):
Absolutely greater reliance on visual stuff, memes, emojis, short videos.
Communication is often in rapid bursts, very concise ims, texts,
specific social apps. They often prefer direct, private messaging over
big public.
Speaker 1 (16:32):
Group chats, and the expectation is immediate.
Speaker 2 (16:35):
Swift, direct, no fluff, gets straight to the point. They
grew up with information on demand, so patients for delays
or unnecessary steps is often.
Speaker 1 (16:44):
Low, and their expectations for the workplace itself, especially around
tech and flexibility very high.
Speaker 2 (16:49):
Flexible work arrangements are almost a given expectation, fair pay,
support for mental health is are critical, and their tolerance
for outdated workplace tech is extremely low. That stat about
seventy percent considering leaving a job for.
Speaker 1 (17:02):
Better tech seventy percent. That's huge.
Speaker 2 (17:04):
It tells you how fundamental technology is to their work experience.
They're a large, diverse generation and they are absolutely reshaping
business practices demanding more agility, accountability, and a focus on
employee well being.
Speaker 1 (17:17):
Okay, finally let's touch on Generation ELF again, still very
young but already influential. What are the key takeaways about
their perspectives?
Speaker 2 (17:24):
Well being born entirely in the twenty first century, totally
immersed in tech, it shapes everything. Learning styles. For instance,
they're comfortable with interactive digital content apps, videos, maybe more
so than traditional.
Speaker 1 (17:36):
Textbooks, micro learning, shorter attention spans.
Speaker 2 (17:38):
That's what the research suggests, blended learning, bite sized modules
often work well, and they're incredibly adept at self education,
using platforms like YouTube or TikTok to learn pretty much anything.
Speaker 1 (17:50):
So their career goals might look different too.
Speaker 2 (17:53):
Definitely seeing a shift alongside traditional dreams. You see aspirations
like becoming content creators, pro gamers, tech innovators, YouTuber streamers.
There's a strong entrepreneurial streak that seventy six percent wanting
to be their own boss or have a side hustle
is remarkable.
Speaker 1 (18:10):
Wow, seventy six percent even at that age.
Speaker 2 (18:12):
Yeah, many are already experimenting with monetizing online activities. It
points towards the future, maybe less focused on traditional jobs,
more on projects independence in.
Speaker 1 (18:21):
The AI native aspect. How does that play out?
Speaker 2 (18:23):
It means AI isn't scary or novel, It's just another tool.
Nearly half are already using AI for fun, learning, homework.
Parents overwhelmingly see AI literacy as crucial for their future.
This comfort level will fundamentally change how they approach problems, information,
creativity as they grow.
Speaker 1 (18:43):
And they already have economic clout the pester.
Speaker 2 (18:45):
Power thing absolutely That report confirmed it. Sixty nine percent
of parents say their alpha kid asked for something they
saw online leading to a purchase. They influence household spending significantly.
They're comfortable with subscriptions, digital goods. Buying roebucks or v
bucks is totally normal for them. It's about access over ownership,
and the lines between physical and digital value are blurred.
Speaker 1 (19:07):
It's really clear how understanding these deep seated values, motivations
and styles shaped by their times is so crucial before
we even get to the.
Speaker 2 (19:15):
Friction points exactly. It provides the essential context for everything else.
Speaker 1 (19:19):
Okay, so we have this incredibly rich mix of generations,
each with unique strengths. But let's be honest, this diversity
also leads to well friction tension misunderstandings. Let's dig into
the common barriers that keep popping up. The first one
seems obvious, just different ways of communicating.
Speaker 2 (19:39):
Yeah, this is probably the most visible one. That clash
we talked about earlier groomers or older gen xers often
preferring face to face or a phone call for the
nuance and connection, versus millennials and Gen z leaning heavily
on instant messages, texts, quick digital updates for speed and efficiency.
That PwC stat forty one percent of millennials preferring electroniccom
(20:00):
back in twenty eleven. It's only gone up since then.
Speaker 1 (20:02):
And it's not just the mode, it's the expectations around it,
Isn't it like response time.
Speaker 2 (20:06):
Huge point of friction. Younger generations often expect near instant
responses to texts or ims. Older generations, used to different
pace might not see them as needing that immediate attention.
Speaker 1 (20:16):
Which leads to frustration both ways totally.
Speaker 2 (20:19):
The sender feels ignored, the receiver feels pressured or interrupted.
And then there's that perception sometimes held by older managers
that younger folks avoid FaceTime right.
Speaker 1 (20:29):
Seeing it as disengagement or rudeness.
Speaker 2 (20:32):
When it might just be a preference for efficiency for
certain types of communication. That lack of a shared understanding
of the rules when to use which channel, how quickly
to respond causes constant low level and sometimes high level stress.
Speaker 1 (20:46):
Beyond the how, there's the what these differing values and
priorities we've discussed. That feels like it cuts deeper.
Speaker 2 (20:52):
It really does, because it gets to the core of
motivation and expectation. Think about millennials and gen Z prioritizing
work life balance, growth purpose That can clash with a
boomer focus on intense hard work, stability, maybe singular loyalty
to one company. Their formative experiences just led them down
different paths with different priorities.
Speaker 1 (21:13):
And this is where that perception of entitlement sometimes comes in.
Aimed at younger generations.
Speaker 2 (21:18):
It's a common flashpoint. What one generation sees as a
reasonable expectation, like flexible work, wanting fair pay increases sooner
rather than later, needing regular feedback, another might perceive as entitlement.
Speaker 1 (21:31):
But it might just be different expectations based on their.
Speaker 2 (21:35):
Reality, exactly as PwC suggested. It's often just doing things
differently based on the economic and technological world they grew
up in not necessarily a character flaw or lack of
work ethic, seeing flexible work as logical not a perk
for instance.
Speaker 1 (21:50):
Okay, that leads neatly into hierarchy and authority another area
right for clashes definitely.
Speaker 2 (21:55):
Boomers often valuing hierarchy and respecting authority based on tenures
and experience that comes from the systems they grew up in.
Speaker 1 (22:02):
Whereas younger generations might question that.
Speaker 2 (22:04):
Yeah, Millennials and Gen z often feel more comfortable with
flatter structures. They value transparency, direct access to leaders, being
able to voice opinions regardless of rank. They can be
turned off by information silos or rigid chains of command.
Speaker 1 (22:17):
So what happens when inevitably younger people start managing older employees.
Speaker 2 (22:22):
That can be really tricky, As Outsource Accelerator noted. If
a boomer equates authority with longevity, being managed by someone
younger challenges that fundamental belief, it can lead to resentment
or feeling disrespected if not handled carefully.
Speaker 1 (22:36):
Yeah, I could see that. Then there's the ever present
issue of technology, understanding it adopting it a huge one.
Speaker 2 (22:43):
Older generations might feel held back by tech they find
unfamiliar or not fully grasp how younger colleagues use tools
intuitively for speed and collaboration.
Speaker 1 (22:52):
While younger generations get frustrated by outdated systems massively frustrated.
Speaker 2 (22:57):
Remember that seventy percent stat for gen Z low tolerance
for inefficient tech. They see it as a barrier to
doing good work, maybe even assigned the company isn't forward thinking.
This gap in tech fluency and expectation creates real workflow
problems and feedback.
Speaker 1 (23:13):
We touched on this, but the expectations around it are
so different.
Speaker 2 (23:17):
Radically different. Millennials and gen Z crave that frequent, specific,
constructive feedback loop. It's fuel for their growth, but.
Speaker 1 (23:24):
They often don't feel like they're getting it, or not
meaningfully anyway.
Speaker 2 (23:27):
Exactly That gallup data is sobering. Only nineteen percent strongly
agree they get routine feedback, seventeen percent meaningful feedback. That's
a huge miss. Boomers, on the other hand, might prefer
more formal feedback like annual reviews, and find constant check
ins excessive or even micromanaging.
Speaker 1 (23:45):
So the very definition of good feedback differs.
Speaker 2 (23:48):
Profoundly, and that disconnect leads to people feeling undervalued, unsupported,
unsure of where they stand, which hits motivation hard.
Speaker 1 (23:56):
Finally, even how people approach conflict can differ.
Speaker 2 (23:59):
Yeah, layer boomers might appreciate a more direct address, a
head on approach, maybe in a formal meeting. Well, younger
generations might prefer maybe a more collaborative, less confrontational style,
seeking mutual understanding, perhaps using more indirect language to avoid
perceived aggression. These differing styles can make resolving conflicts much
harder if people aren't aware of the potential mismatch.
Speaker 1 (24:21):
Wow, Okay, laying out all these barriers really underscores why
we need practical strategies. It's not just minor stuff. These
are real obstacles to effective collaboration and connection.
Speaker 2 (24:30):
Absolutely, but the good news is they're not insurmountable. Recognizing
them is the first crucial step.
Speaker 1 (24:38):
All right, So we've identified the generations, understood their perspectives,
and mapped out the common friction points. Now for the
really constructive part, what can we actually do? Let's dive
into some practical strategies, real tools for bridging these divides.
One that comes up a lot is mentorship.
Speaker 2 (24:55):
Yes, and crucially, thinking about it in both directions. Traditional
mentorship is incredibly valuable boomers experienced gen xers sharing their wisdom,
their institutional knowledge.
Speaker 1 (25:07):
It's irreplaceable, that tacit knowledge you mentioned, the stuff that's
not written down.
Speaker 2 (25:10):
Exactly, the context, the nuances, the history. Mentoring allows that transfer,
and for the boomer mentor, it often fulfills that desire
to stay engaged, contribute, leave a legacy. It builds respect,
preserves vital knowledge. Multiple sources highlight this.
Speaker 1 (25:26):
Okay, but what about the reverse part That sounds intriguing.
Speaker 2 (25:28):
Reverse mentoring is powerful because it flips the script younger employees,
often millennials or gen z mentor more senior colleagues, typically
on things like new technology, digital tools, social media trends,
maybe new work methodologies like agile.
Speaker 1 (25:45):
So it helps bridge the tech gap.
Speaker 2 (25:46):
It does, but it's more than that. It's a two
way street. While the senior person learns new skills, the
younger mentor often gains incredible insights into leadership strategy, navigating
the organization. It fosters mutual respect, breaks down on hierarchical barriers,
and explicitly values the skills both generations bring, and.
Speaker 1 (26:04):
There are tangible benefits beyond just skills.
Speaker 2 (26:06):
Right. Yeah, Age brilliantly cited research showing older adults who
mentor experience lower depression rates, higher life satisfaction, and young
adults with mentors are more likely to succeed academically and
engage civically. It's genuinely beneficial for everyone involved.
Speaker 1 (26:20):
That's fantastic. Yeah, okay. Strategy number two adapting communication modes.
This seems fundamental but maybe easy to overlook day to day.
Speaker 2 (26:27):
It's huge. The key is constantly adopting a multi channel approach.
Don't just default to your preferred method for everything. Think
about the message, think about the recipient.
Speaker 1 (26:38):
So be flexible, use a mix exactly.
Speaker 2 (26:41):
Sometimes a face to face meeting is best for a
complex or sensitive topic. Other times a quick IM or
Slack message is perfect for a simple update, Maybe a
phone call for a check in that needs a bit
more nuanced than text. Offer options and try to meet
people where they are.
Speaker 1 (26:57):
Does face to face still have a place even with
the digital natives.
Speaker 2 (27:00):
Absolutely. While younger generations might not want it for every
little thing, direct human connection is still vital for building trust, rapport,
deep understanding, especially for difficult conversations or relationship building. Don't
underestimate its power, even if it's used more selectively, And.
Speaker 1 (27:17):
What about clarity versus detail? Boomers liking detail, younger folks
wanting brevity.
Speaker 2 (27:22):
Find the balance, lead with the main point, use summaries,
bullet points, be concise. You can always offer more detail
if needed, rather than overwhelming people up front, respect their
time and how they process information and.
Speaker 1 (27:34):
The email overload issue.
Speaker 2 (27:35):
Acknowledge it's real. Younger generations might skim or miss long emails,
So maybe use email for formal stuff or things needing
a record, but consider other tools for quick back and forths.
But don't ditch email entirely for important things either. It's
about choosing the right tool for the job.
Speaker 1 (27:52):
Makes sense, hmm okay? Next big one fostering a culture
of feedback and support. This seemed like a major pain
point phouge.
Speaker 2 (28:00):
Especially for millennials and gen Z who crave that regular
constructive input for their growth. But remember the gap. They
want it, but often don't feel they're getting it meaningfully.
Speaker 1 (28:10):
So how do we make feedback meaningful across the board?
Speaker 2 (28:13):
The killer tip from Gallop ask don't assume. Ask individuals,
what does meaningful feedback look like to you? How do
you prefer to be recognized? For some it's public praise
for others, a quiet thank you or maybe a challenging
new project.
Speaker 1 (28:26):
Tailor it and managers need to shift their role more
coach than boss.
Speaker 2 (28:30):
That's the idea. Be a partner in development, ask how
can I support you? Remove obstacles, be a cheerleader that
resonates powerfully, especially with younger generations.
Speaker 1 (28:38):
And creating safety so people aren't afraid to ask for feedback.
Speaker 2 (28:42):
Essential build environment where asking for help or clarification is encouraged,
not seen as weakness. That foster's trust reduces insecurity and
empowers people to actually seek the support they need.
Speaker 1 (28:56):
Okay, let's talk flexibility and work life balance. This feels
like an negotiable now for many.
Speaker 2 (29:01):
It really is, particularly for attracting and retaining millennials and
Gen Z. Flexible arrangements, remote hybrid, valuing life outside work.
These are baseline expectations now, not perks. The pandemic just
accelerated this massively.
Speaker 1 (29:16):
So the focus needs to shift from hours worked.
Speaker 2 (29:19):
The results achieved value created. Trusting people to manage their
time and deliver, regardless of wear or exactly when they work.
That autonomy often boosts productivity and morales significantly.
Speaker 1 (29:30):
And promoting wellness fits.
Speaker 2 (29:31):
In here too, absolutely actively promoting healthy habits providing mental
health resources. This aligns with younger generation's values and acknowledges
the stresses of modern work. It builds a more sustainable,
human centered workplace.
Speaker 1 (29:43):
Next up, emphasizing shared values and purpose. This seems really
core for engagement, especially now.
Speaker 2 (29:50):
Critically important millennials and gen Z especially prioritize authenticity. Companies
need to genuinely live their stated values, walk the walk
on social responsibility, ethics, et cetera. Hypocrisy gets sniffed out fast.
Speaker 1 (30:04):
So connecting the work to a bigger picture.
Speaker 2 (30:06):
Exactly clearly articulate how each role contributes to the mission,
the positive impact on customers or the world. That sense
of shared purpose is a powerful motivator and builds commitment
across generations.
Speaker 1 (30:18):
And DEI is fundamental here, particularly for gen Z.
Speaker 2 (30:21):
Absolutely foundational. For gen Z, they expect a genuine commitment
to diversity, equity and inclusion. It's not optional. It's about
creating a truly welcoming and fair environment. Demonstrating that through training, policies, sponsorship.
It shows the values are real.
Speaker 1 (30:35):
Okay, leveraging technology, we know it's a source of friction
but how do can it be used strategically to bridge gaps?
Speaker 2 (30:41):
By choosing tools wisely implement user friendly platforms that support quick,
visual collaborative work. This meets digital natives where they are,
but should also be accessible enough for others to.
Speaker 1 (30:53):
Learn and using people to bridge the gaps.
Speaker 2 (30:56):
Yes, Millennials, often comfortable in both worlds, can be rate ambassadors.
Helping older colleagues get comfortable with new tools through informal
coaching or reverse mentoring.
Speaker 1 (31:06):
And getting feedback on the tech itself crucial.
Speaker 2 (31:09):
Regularly ask everyone if the tools are working, if they're
helping productivity, if they feel supported using them. Don't just
impose tech, make sure it serves the whole team.
Speaker 1 (31:17):
Finally, understanding historical context, this feels less like a direct action,
more like building empathy.
Speaker 2 (31:23):
It's a powerful empathy tool. Remembering why generations might have
certain views Boomers shaped by post war growth and stability,
Millennials gen z by economic uncertainty, digital saturation, rapid social change.
Speaker 1 (31:36):
So realizing their views on risk, loyalty, independence aren't random.
Speaker 2 (31:41):
Exactly, They're often logical responses to their formative experiences. Understanding
that context helps us move past judgment. Why are they
like that to understanding. Okay, I see how their experience
shaped that view. It fosters empathy and makes difficult conversations
much more constructive.
Speaker 1 (31:58):
Okay, we've covered a ton of ground, the generations, the barriers,
the strategies. Now let's try to make it really concrete.
How do these strategies play out in real life. Let's
take some examples sorting close to home family life.
Speaker 2 (32:10):
Right, Imagine planning a big family get together, maybe a
holiday meal. The boomer matriarch or patriarch might prefer deciding
things via a series of phone calls or a long
email chain, expecting detailed replies. Okay, A millennial sibling might
immediately create a WhatsApp group, expecting quick polls on dates
and potluck assignments, maybe sharing recipe links, and the gen
(32:32):
z cousin might chime in on the group chat, primarily
with relevant memes expressing their food preferences, or maybe a
jiff showing their availability. Assuming the visual shorthand is understood
by everyone.
Speaker 1 (32:43):
Which it might not be, leading to confusion or someone
feeling ignored.
Speaker 2 (32:47):
Exactly so, applying the strategies here means first recognizing these
different preferences. Maybe the millennial acknowledges the initial email, but
gently guides the planning towards the group chat for faster logistics.
When the meme appears, Instead of the boomer saying what's
this nonsense, they could ask with genuine curiosity, Okay, help
(33:08):
me understand this meme? Does this mean you definitely don't
want turkey? Acknowledge the attempt to communicate even if the
mode is unfamiliar.
Speaker 1 (33:15):
So adapt your mode a bit. Practice curiosity, focus on
the shared goal having a nice meal together.
Speaker 2 (33:21):
Precisely make space for everyone's style, even if it means
interpreting a few emojis along the way.
Speaker 1 (33:26):
Okay, let's shift to the workplace. A project team with
mixed ages working on, say a marketing campaign.
Speaker 2 (33:32):
Classic scenario, the gen z designer finishes a draft and
posts a screen shot in the team's Slack channel with
a quick FYI draft one done, expecting instant emoji reactions
or comments. Meanwhile, the boomer project manager is waiting for
an email with the file formally attached, maybe scheduled for
their regular check in meeting later that day, and completely
(33:53):
misses the Slack.
Speaker 1 (33:54):
Update, leading to potential delays or duplicated effort.
Speaker 2 (33:57):
Right. So, strategies Here, intentional intergenerational teaming helps pairing people
with different styles. Leaders should explicitly set expectations. We'll use
Slack for quick updates, but final versions need to be
emailed or whatever. The agreed process is.
Speaker 1 (34:14):
Offer multiple channels and maybe some cross training.
Speaker 2 (34:16):
Definitely a quick informal hey, let me show you how
we use slack threads for feedback from the gen zer
or the boomer, explaining why a formal email trail is
needed for approvals, Building that shared understanding of why people
use different tools.
Speaker 1 (34:29):
What about that tricky feedback situation a younger manager giving
corrective feedback to an experienced boomer.
Speaker 2 (34:36):
This requires real finess. Megan Johnson's advice is gold here.
Start by explicitly acknowledging the boomer's experience and contributions. Your
knowledge in this area is so valuable or I really
appreciate your long term dedication. Validate them first, okay, soften
the ground exactly. Then frame the feedback objectively, focusing on
the impact of the behavior, not making it a personal criticism.
(35:00):
Ascertained that this specific action could lead to this negative
outcome for the team client, rather than you shouldn't do that.
Speaker 1 (35:06):
Focus on shared goals impact, not personal failure.
Speaker 2 (35:10):
Yes, it respects their experience while still addressing the issue.
It's about being clear but also deeply respectful of their
history and contribution.
Speaker 1 (35:19):
That makes a lot of sense. Okay. Finally, online interactions,
social media forums, even text messages, it's like a whole
different language.
Speaker 2 (35:27):
Sometimes it really can be. The use of emojis, memes, acronyms,
even punctuation varies hugely. That example of lol literal laughter
for a boomer, maybe sarcasm or mild amusement for gen
z or the dreaded period at the end of a
text right, which.
Speaker 1 (35:42):
Can seem totally neutral to one person and passive aggressive
to another.
Speaker 2 (35:45):
Exactly, a simple okay can land very differently depending on
generational norms. Misunderstandings are rife.
Speaker 1 (35:51):
So how do we navigate this constantly shifting digital landscape?
Speaker 2 (35:55):
Cultivate digital literacy and again curiosity over correction. If you
see shorthand or emoji, you don't get ask hey, what
does that emoji mean in this context? Or if a
message feels blunt, maybe clarify the tone, just checking we're good, right,
rather than assuming negativity, and.
Speaker 1 (36:11):
Try to understand that for younger generations. Visual communication is
often efficient and nuanced.
Speaker 2 (36:17):
Yes, recognize it carries meaning, emotion, cultural references. Be open
to learning the grammar of digital communication, even if it
feels foreign at first, Appreciate its speed and the connection
it can build within those who share the language.
Speaker 1 (36:31):
These examples really drive home that it's not about massive,
sweeping changes, but lots of small, conscious adjustments based on
empathy and awareness.
Speaker 2 (36:40):
That's exactly it, consistent intentional effort in our everyday interactions.
Speaker 1 (36:45):
Well, we have certainly covered a lot of ground today.
We've journeyed through this complex, multi generational world we're all navigating.
We've defined the cohorts, unpacked their perspectives.
Speaker 2 (36:55):
Looked at their values, communication styles, and importantly those common
barriers that cost so much friction.
Speaker 1 (37:00):
Right, But we didn't just stop there. We explored practical strategies,
actual tools, things like mentorship both traditional and.
Speaker 2 (37:08):
Reverse adapting, how we communicate being flexible with channels, fostering
that crucial culture of meaningful feedback and support.
Speaker 1 (37:16):
Promoting flexibility, focusing on shared values and purpose, using text strategically,
and understanding that vital historical context.
Speaker 2 (37:24):
It's quite a toolkit we've assembled.
Speaker 1 (37:26):
It really is, and the big takeaway for me at least,
feels really powerful. These generational differences, they aren't inherently weaknesses,
are they not?
Speaker 2 (37:36):
At all? They're actually a source of incredible richness, different experiences,
diverse perspectives, complementary skills when we approach it right with intention, curiosity, respect.
That diversity is fuel fuel.
Speaker 1 (37:49):
For innovation, creativity, productivity in our families, workplaces, communities.
Speaker 2 (37:54):
Absolutely, and that mutual respect it's not just you know,
nice to have, it's absolutely essential for making any real
progress together in this interconnected world.
Speaker 1 (38:03):
Which leads to maybe a provocative thought for you, our
listener to mull over.
Speaker 2 (38:07):
What if the biggest barrier isn't actually the differences themselves.
What if it's our assumption that they have to be barriers.
Our own preconceptions are judgments. Maybe they're holding us back
more than anything else.
Speaker 1 (38:20):
That's something to think about. So here's a challenge, a
call to action for this week. We encourage you try
to initiate just one meaningful conversation with someone from a
different generation in your life.
Speaker 2 (38:31):
Could be anyone, a colleague, of family member, or someone online.
Speaker 1 (38:35):
And when you do, make a conscious effort, drop your assumptions,
try adapting your communication style a bit to meet them
where they are and really truly listen, not just waiting
to talk, but listening to understand.
Speaker 2 (38:47):
Ask yourself, what new insight could I gain, What connection
could I make? What bridge could I build? Just by
approaching it with a little more curiosity and respect, the.
Speaker 1 (38:56):
Answer might genuinely surprise you. Together, here we start to
learn
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