The Cross-Generational Challenge: How Teams Can Unlock Their Hidden Potential in a Five Generation Workplace

—Keith R. Sbiral & Amy M. Gardner

“If they want their job, they better get themselves back in the office.  The office is where work gets done and if they aren’t here, they aren’t getting work done.”  These were the first words from an octogenarian senior law firm partner in response to our recent question, “How do you feel your firm will respond to the desire for a hybrid work model?”  Ironically, the conversation eventually moved to the current difficulty in hiring.

The flip side of this discussion comes from a junior associate in a mid-size law firm who said, in response to the same question said, “I don’t see any world in which I’ll go back to working full time in an office.  There are just too many options out there.”  This is the story of two different generations shaped by two very different sets of professional experiences. 

The current discussion happening in organizations worldwide regarding when to return to an office, what that office looks like, how remote work fits into a modern workflow, and how to meet the needs of vastly diverse interests and needs is only one example of the competing interests and potential conflict that working in a cross-generational environment can create.  In fact, cross-generational teams can bring very diverse opinions in a team, particularly regarding workflow methodology, solutions to problems, and implementation of those solutions.

For the first time, today’s workforce is made up of members of five different generations.   Emma Waldman explains in Harvard Business Review, “If one or both generational teams see things considerably differently it is unlikely that the team will be working at a level of their fullest potential.”[1]  The challenge, therefore, is to create a framework where cross-generational teams are able to resolve conflict in a productive way to create an atmosphere of trust.  When the core issue is defined in this way, it becomes clear we can utilize some traditional methods to resolve conflict and build trust.

We use a “Cross-Generational Conflict Resolution Framework” to help cross-generational teams unlock their full potential.  The four pillars of the framework are:

I.          Understand, respect, and leverage varied perspectives.

II.         Build trust among the team.

III.        Over-communicate to ensure understanding while eliminating false perceptions.

IV.        Embrace flexibility and embrace progress.

First, all members of a cross-generational organization have to embrace the differences among the team.  The key is to not only understand these differences, but show respect forvarious viewpoints and be able to leverage the multiple perspectives for stronger outcomes.  Megan Gerhardt, director of leadership development at Miami University’s Farmer School of Business and author of Gentelligence states, “Many of the generational conversations in the news today rely on false stereotypes and clickbait headlines, rather than taking the time to understand the important differences that are a part of our generational identities.”[2]  Like most conversations surrounding diversity, generational diversity is similar in that understanding the experiences and realities that make up an individual’s world-view will help develop empathy for a viewpoint other than your own.  Jennifer C. Deal, a senior research scientist at the Center for Creative Leadership in Greensboro, N.C., explains, “Most intergenerational conflicts are fundamentally about power or clout.  A young person who wants more clout wants to be noticed. They have new ideas that aren't being listened to. An older person wants their experience to be recognized and appreciated. Everyone wants to be heard and respected.”[3]  Only when you hear and respect those varied perspectives can you move to the second pillar.

The second pillar is to build authentic trust.  There are many ways in which we work with firms to build trust among colleagues but the one mistake we see most often is assuming trust.  Trust in an organization should not be taken for granted, and silence on issues should not be confused with trust.  Having a trusting environment is a critical component to ensuring all team members are comfortable with sharing their various viewpoints as we discussed above.  If there are limits or impediments to organizational trust, it is the first component we work on developing in any organization.  Steven Covey states, “Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships.”[4]  This includes the cross-generational relationships in the workplace.

Third, we focus on effective communication.  If you have an environment with a diversity of opinion where trust is securely part of the organizational fabric, the way to leverage these assets is to ensure that all parties are communicating effectively.  More importantly, realize that different generations communicate in different ways, and make sure that the methods used for communicating important information are methods that each generation is comfortable with, even when that requires using more than one method.

In a very extreme example, announcing a “Remote Work Friday Policy” via a TikTok video is not going to be an effective way to communicate to an organization with multiple generations.  But this isn’t only about communication method.  Message is as important as method.  Depending on age and professional history, some people may simply do what they are told without indicating challenges they face.  For instance, if the office is closed Friday and you must work from home, but you have no idea what the letters VPN mean, you are going to be at a productivity disadvantage.  To ensure the entire team reaches their highest collective potential, communication must be cross-generational in both method and message.

Finally, embrace flexibility.  Understand teams sometimes make mistakes.  It is important to remember that this is the first time we have had up to five generations in the same workplace.  This is new for everyone.  We are also dealing with major upheaval in the definitions of how we work and challenges to the traditional work environment.  To say it is important to give ourselves and our coworkers some grace, flexibility, empathy, and understanding, is an understatement.

In fact, recognizing the need for empathy and practicing empathy for those with diverse viewpoints brought to the table by multiple generations in the workplace is a critical pillar.  The Center for Creative Leadership states, “Empathetic leadership means having the ability to understand the needs of others, and being aware of their feelings and thoughts.”[5]  Don’t let failures or conflict stemming from cross-generational diversity simply sit as failures.  Engaging in empathetic leadership can help not only resolve existing conflict but can serve as an effective learning tool.  Implementing empathetic leadership brings us full circle to the first pillar, genuinely learning and understanding the varied perspectives that are present in our work environment.

You can unlock the hidden potential of a cross-generational workplace by implementing the Cross Generational Conflict Resolution Framework.  If you need assistance with any of these four pillars or other team and leadership development areas in your firm or organization, don’t hesitate to contact us directly.

Apochromatik is a full service coaching and consulting firm founded by Amy M. Gardner and Keith R. Sbiral and serving clients across the United States and Europe.  We specialize in team and leadership development.  We draw on extensive experience in legal education, law firms, and management to work with law firms and other organizations on a variety of issues.  We are flexible, agile, and pragmatic.  Our engagements reflect a commitment to work with each client in their own specific circumstances.  For more information visit www.apochromatik.com or email keith@apochromatik.com or amy@apochromatik.com.

[1] Harvard Business Review. How to Manage a Multi-Generational Team, Emma Waldman, Associate Editor, August 31, 2021. https://hbr.org/2021/08/how-to-manage-a-multi-generational-team

[2] Id.

[3] SHRM. How to Manage Intergenerational Conflict in the Workplace, Arlene S. Hirsch, February 5, 2020. https://www.shrm.org/resourcesandtools/hr-topics/employee-relations/pages/how-to-manage-intergenerational-conflict-in-the-workplace.aspx

[4] Stephen Covey Quotes. BrainyQuote.com, BrainyMedia Inc, 2021. https://www.brainyquote.com/quotes/stephen_covey_138246, accessed September 8, 2021.

[5] Center for Creative Leadership. The Importance of Empathy in the Workplace.  https://www.ccl.org/articles/leading-effectively-articles/empathy-in-the-workplace-a-tool-for-effective-leadership/