Mastering Multigenerational Workplaces: 10 Tips for Leaders
- John Huck
- Aug 7
- 7 min read
Updated: Sep 8
Here are 10 tips to help you get ahead of the generational gaps.
10 Tips to Improve Multigenerational Workplaces
Four generations will come to work in 2025: Baby Boomers, Generation X, Millennials, and Gen Z. By 2034, Gen Alpha will join the group, and even the youngest Boomers will likely depart in 2029, barring advisory roles (or Social Security going bankrupt).
That means your multigenerational workforce not only needs to hold up today, but it also needs to be future-proofed for the next generational shift. Let's look at 10 things you can do now to stop the "Ok, Boomer" and "Back in my day" diatribes.
10. Set Workplace Standards
Don’t wait for friction to force a conversation. Make expectations clear upfront, then reinforce them consistently. This includes things such as:
Define workplace language. Avoid generational landmines like “snowflake,” “boomer,” or “Karen.” Also, clarify tone: Is sarcasm OK in Slack? What’s the expectation for emoji use? It matters more than you think.
Be specific about dress code. Don’t just say “professional” or “casual.” Those mean wildly different things across generations. Spell out what’s appropriate and what’s not.
Clarify remote and hybrid norms. Who can work from home? When? Are cameras expected to be on? Should people ping before calling?
Outline response time expectations. Avoid generalized statements like "Get back to me ASAP." Do you expect replies in 10 minutes, or is end-of-day fine? Gen X and Boomers may assume one thing, Gen Z another.
Set meeting etiquette. Can people multitask? Is it OK to eat during virtual calls? Will you allow recording devices from individuals during the meeting? Don’t assume “what’s polite” is universal.
Be transparent about flexibility. If you allow flex hours, define the guardrails. Structure helps everyone breathe easier.
Setting standards isn’t about control. It’s about creating shared understanding so people can focus on work, not walk on eggshells.
9. Adapt Your Management Style
Managing a multigenerational team doesn’t mean letting everyone choose their own adventure. The expectations should be clear, and the rules should be the same. At the same time, how you coach people toward those goals can vary.
Generational habits offer insight—like how Gen Z might prefer frequent feedback and quick check-ins, while Gen X may lean toward autonomy and a “loop me in if needed” style. But it’s not just about age. It’s about knowing your people:
Who needs clarity upfront?
Who thrives on creative freedom?
Who responds best to data?
Who needs the bigger picture first?
You don’t need to change who you are to meet people where they are. You just need to recognize that the path to strong performance doesn’t always look the same for everyone.
8. Understand What Makes Each Generation Tick
It's hard to avoid being fiercely loyal to your generation. But great leaders step back and look at the bigger picture. They understand that each generation brings its own set of values, strengths, blind spots, and lived experiences to the table.
By navigating the chasm that exists between generations, especially when it comes to methods of communication or abilities to resolve conflict, you can establish boundaries and systems that consider every employee, whether they are just out of college or rounding the corner to retirement.
Be an ally to all multigenerational workforce teams, not just the one you identify with.
7. Avoid Generational References
As much as this article is about leading a multigenerational workforce, it's not a discussion that should be had with the larger group. No matter which generation you're in, you might notice you get defensive when someone preys on a particular stereotype.
This includes avoiding statements like:
"Your generation doesn't know how hard it was to do this job before computers!"
"There's that GenX apathy."
"Burning the midnight oil, just like a trusty Boomer."
While we all get assigned a generation based on birthdates, we are all so much more than that. Celebrate individuals, not generations.
6. Know What You Don't Know
Being a manager isn’t about having all the answers. It’s about knowing how to bring out the best in your team. That includes recognizing when someone else has more expertise in a certain area and giving them the space to lead.
Maybe your Gen Z coordinator is the most fluent in a new software platform. Maybe your Millennial designer is the best person to explain tech tools across departments. Don’t let job titles or years of experience block someone from stepping into a leadership role where it makes sense. Letting someone else take point on a project doesn’t weaken your authority. It shows you trust your team and that you’re focused on results over ego.
The strongest leaders know when to lead and when to listen. You’re not expected to be the expert in everything. Your job is to be the one who knows how to move the team forward.
5. Be Intentional with Groups and Committees
If the same three people are always put on the “fun committee” or asked to onboard new hires, you’ve already got a generational imbalance. Group dynamics shape culture, and if you’re not paying attention, you might accidentally reinforce silos or send unspoken messages about who belongs where.
Don’t just default to the outgoing Millennials to plan the holiday party or assign the most senior employees to every decision-making group.
Ask yourself:
Are we mixing age, experience levels, and perspectives when forming groups?
Does everyone have equal access to leadership visibility, not just people who speak up the most?
Are we tapping into people’s strengths or relying on stereotypes?
Creating balanced, thoughtful groupings isn’t about checking a box. It’s about building better collaboration and more inclusive decision-making. You don’t get that by accident. You get it by being deliberate.
4. Mentorship Goes Both Ways
It’s time to move past the idea that mentorship only flows from older to younger. Yes, experience is valuable, but so is fresh perspective.
Gen Z and Millennials bring digital fluency and evolving workplace values that older generations can learn from. At the same time, Gen X and Boomers have institutional knowledge, leadership wisdom, and career lessons that are just as important.
Instead of assigning a mentor and calling it a day, create space for mutual learning.
Try this:
Set up peer mentoring or “skill swap” sessions.
Pair newer employees with veterans to co-lead projects or initiatives.
Encourage open conversations about how each person approaches challenges.
When mentorship becomes a two-way street, it builds respect, bridges generational gaps, and creates a culture where learning is everyone’s job.
The most important aspect of this is that teaching and leading are not done in a passive-aggressive or demeaning way.
Back in 2008, one of our producers in the newsroom asked me about the housing crisis. She had been a lifelong renter. In the quiet of the evening newsroom, she looked at me with trusting eyes, "John, help me understand: why can't people just pay their mortgages?"
Instead of eye-rolling and newsroom banter that could border on savage, I calmly explained the ripple effect of teaser mortgage rates, a downpayment loan on top of the mortgage, supply and demand, etc. Not only did she learn she could trust me with information, but she also understood better the single biggest issue impacting Las Vegas homeowners at the time.
3. Be Open to New Ideas
With the variety of learned experiences and individual expectations of what a workplace should be, you don't want to miss the next amazing idea because you were too busy or too locked into your ways.
That might look like female employees asking for a stocked feminine hygiene closet or someone inquiring about a standing treadmill desk. Remember, at some point, someone said, "What about nap pods and video games at work?" and it became institutionalized by Google. Now, it's a great job perk.
Better yet, happy employees are more productive; at least 12% more productive. As a leader, you're looking for the secret sauce to help increase that satisfaction. Listen to the people around you.
While your budget can't afford to roll out 100 standing treadmill desks for everyone, a pool table or free snack machine could be a small price to pay for a happier and more dedicated multigenerational workforce.
2. Lead (Up) by Example
If you’ve been nodding along, saying, “I get it! I already do this,” that’s great. But what if the person above you doesn’t?
It’s not always easy to explain to the CEO or Board why you’ve added a line item for feminine hygiene products or why the Gen Z analyst is leading a cross-functional team. This is where leadership gets real.
“Leading up” means bringing data, results, and employee feedback to the table. Show how small shifts like inclusive restrooms, flexible hours, or unconventional team leads are paying off in retention, morale, and productivity. Don’t lean on generational stereotypes to make your case. Point to outcomes.
Also, don’t get caught in the trap of quietly agreeing when outdated thinking shows up. “Yeah, she’s not as experienced as the last person, but…” is where bias creeps in. Cut it off and redirect the conversation toward value, performance, and potential.
Good leaders make change happen on their teams. Great ones challenge the system when it’s out of step.
1. Practice Intentional Communication
Clear, respectful communication is the foundation of any successful multigenerational team. It cuts through assumptions, builds trust, and prevents the misunderstandings that often get mislabeled as “generational conflict.” The truth? Most workplace tension stems from how something was said or not said at all.
Don't assume people "just know" how you prefer to communicate. Understand that your employees might have different preferences for communication. Say it. Ask it. Write it down.
Start meetings by clarifying expectations. End them by confirming next steps. Don’t just send a Slack message and assume the tone landed. Don’t fire off a vague email and expect initiative. And don’t shy away from uncomfortable conversations. Approach them with clarity and respect.
Strong communication is how standards are set, ideas are shared, conflicts are resolved, and teams actually move forward. No matter someone’s age, role, or tenure, they deserve communication that’s consistent, transparent, and grounded in purpose, not guesswork.
You don’t have to be the loudest voice. You just have to be the clearest one.
Need Help with Group Coaching?
All of this sounds simple enough, but at Huck Communications, we also understand your plate is full. That's why hiring someone from the outside can be a pivotal step in embracing multigenerational workforces and getting them working in sync.
Let’s turn generational differences into one of your team’s greatest strengths — and watch productivity, trust, and retention grow. Want to learn more about Group Communications Coaching? Contact me today!
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