How to Navigate Intergenerational Communication at Work

Intergenerational communication relies on trust and understanding between the four distinct generations currently in the workplace. Organisations like to blend experience with innovative creativity by employing people from different age groups. However, the pace of change over the last 30 years has created gaps in expectations, values, and communication styles, leading to assumptions and misunderstanding that can undermine teamwork and productivity.

People are a product of their past. The impact of social change on skills in rapport, relationship-building, tech, and resilience isn’t always understood. Nor are common causes of intergenerational miscommunication. Each generation might seem to be speaking its own language. But a better sense of understanding can help to develop a shared way of working and lead to stronger collaboration.

Understanding generational differences

Let’s start by identifying who’s who:

Boomers: the oldest generation in the workforce (born between 1946-1964), boomers are characterized by a strong work ethic. They value loyalty, stability and professional relationships developed by building rapport through face-to-face meetings and phone calls. They have often followed traditional career paths and favour a hierarchical structure in which authority depends on job seniority. They are likely to have extensive experience though may not be the most flexible members of the workforce.

Generation X: born between 1965-1980, Gen X have had to adapt from their analogue background to the digital world. In the face of change, they found security in professionalism, which for them includes self-reliance, independence and adaptability. They seek autonomy at work and value the flexibility this relies on. For Gen X, efficient working involves face-to-face contact and consistent forms of communication, for example a single email address rather than messaging via three different apps.

Millennials: born between 1981-1996, millennials have grown up in the digital age and prefer interactive platforms like messaging apps. Practical and hands on, they value efficiency and flexibility – and their tech capabilities help them find both. They are more likely than Gen X to think about diversity and inclusion but are also likely to focus on personal growth. They seek purpose-driven work, rapid career progression and work-life balance, though their achievements can sometimes be undermined by a reputation for entitlement.

Generation Z: born between 1997-2012, Gen Z have been described as digital natives. As such, they sometimes struggle to understand the values of the analogue world that some – Boomers especially – feel are being quickly eroded. The meaningful work experiences they seek are best achieved through what they’re doing now rather than via long-term planning. Impatient and irreverent, they take an authentic approach to work in which they may feel entitled to expect the same level of respect enjoyed by more senior peers.

Common problems with intergenerational communication

Navigating intergenerational communication is complicated by differences in how people contact colleagues, manage tech and even how they show respect. Intergenerational tension in the workplace is the equivalent of a grumpy family Christmas dinner where everyone tries to get along, if only to get a slice of dessert.

Among the many myths and misassumptions associated with intergenerational miscommunication,

Gen Z are sometimes dismissed by older colleagues as ‘snowflakes’ wilting under the weight of woke.

However, Gen Z were confined by Covid to 18 months at home, which might explain doubts about their interpersonal skills. Alternatively, a style of communicating that may be characterized as impersonal may be linked to an addiction to the phones and social media handed to them by older generations.

The impact of social change

Since 2000, social change has been so fundamental that younger generations have a different understanding of society compared with Gen X and (certainly) Boomers. In this context, misunderstandings are inevitable. They are usually based on generational stereotypes, such as:

Boomers: may feel that Gen Z believe everyone is entitled to the same level of respect, raising doubts about the value of experience. While Boomers have spent years building professional relationships, they are concerned that younger generations not only lack interpersonal skills, but struggle to even see the need for them. Boomers fear the loss of what they might call ‘soft skills’, which isn’t helped by people working from home. They also might struggle with tech more than younger peers.

Generation X: Putting a question to a young new hire sitting next to them and receiving a reply via email is likely to enflame Gen X. While Millennials may regard this as efficiency, Gen X and Boomers are more likely to see it as lazy or as a failure to grapple with a flicker of people-related anxiety. Gen X managers want Gen Z to be part of the team and feel connected to their peers by talking to them rather than emailing them. Gen Zs may respond by suggesting an app that helps people connect.

Millennials: might regard Boomers as set in their ways. They can see the advantages that come from tech, data and new digital trends, but may feel frustrated that they lack the seniority to act on this knowledge. They want to act quickly but might feel hamstrung by Gen X’s deliberative need for process, complete with emails and paper trails. Millennials’ interpretation of efficiency includes flexible schedules with a hybrid pattern that Boomer leaders and Gen X managers may be reluctant to accept.

Gen Z: can’t see what all the fuss is about. People are people, everyone should be treated equally. Meetings shouldn’t be about who’s allowed to speak. Gen Z feel they haven’t joined the army, no-one in their organization has stripes on their arm. Opportunities should be open to everyone and the workplace should be a level playing field – reflecting the way things are online. Gen Z are not in it for a slow ascent up the career ladder; they want to make a difference now. As such, they would like their organization to tackle social issues, issues that older generations have been happy to let slide.

Better communication in the digital age

Age diversity gives teams greater breadth and depth, leading to new solutions and fresh ways of thinking. While moments of miscommunication are inevitable, many companies seek to build better understanding through wellbeing strategies.

However, these are not always effective. The voluntary component of corporate wellbeing perks makes them vulnerable to low participation, which is typically no more than 33% of the workforce. Those who do make use of perks are usually offered something (such as a discounted gym membership) that addresses the effects, rather than the causes, of poor ways of working. Consequently, wellbeing perks fail to protect the majority of people from the impact of poor workplace practices.

Rethinking intergenerational communication

A new approach to wellbeing that offers a better alternative relies on a concept we call social wellbeing. Underpinned by trust, respect, belonging and psychological safety, social wellbeing starts by focusing on future skills.

Social wellbeing helps to develop a multigenerational workforce whose members find appreciation, time and space for each other. In this environment, mentors from all generations can help to break down stereotypes and create a shared sense of belonging, encouraging mutual respect and a common sense of purpose.

Boomers can explain the value of personal relationships and the secrets to developing them. Younger generations can show the benefit of tech and the efficiencies it offers. Age diversity can be successful. As with all communication, the desire to be understood begins with an interest in understanding others – which means replacing biases and assumptions with an outlook that’s more accurate, more open and more likely to be effective.

Save 30% on Engaging Teams with code AHR30