The concept of a multigenerational workplace is gaining significant traction in corporate life and leadership. As companies navigate the challenges and opportunities of an aging population and a diverse workforce, the ability to harness the strengths of multiple generations becomes increasingly vital. In my book Dear Monsters, I delve deeply into this topic, exploring how an intergenerational workforce can drive innovation, productivity, and inclusivity.

Recently, I had the pleasure of being interviewed by Daniel Wocial, the co-founder of Helprise. Our conversation covered various aspects of managing a multigenerational team, the unique contributions of different age groups, and the importance of visibility and storytelling in leadership. You can watch the full interview here. Below are some key insights from our discussion.

The Future of Work: An Intergenerational Approach

Daniel: In your book, Dear Monsters, you write: “The future of work lies in an intergenerational workforce and each generation deserves a seat at the table.” Could you tell us more about your view?

Helena: The landscape of our workforce is changing rapidly. With declining birth rates, there are fewer young workers entering the job market. Simultaneously, many older workers are healthy, fit, and often financially need to continue working past the traditional retirement age. This demographic shift means we already face the reality of an intergenerational workforce.

I’ve seen this firsthand in many organizations. For example, in the story about “The Good Boss” in my book, a manager navigates the complexities and benefits of leading a team composed of both young and older workers. The key takeaway is that this is not a future problem—it’s a present reality.

Challenging Homogeneous Team Norms

Daniel: In many job advertisements, we read: “We offer work in a young, dynamic team” rather than “We offer work in a diverse, multi-generational team.” Is it really an advantage that the team is homogeneous and young? Is that what employees are looking for?

Helena: It’s a common misconception that a young, homogeneous team is inherently advantageous. While it’s true that people often prefer to work with those similar to themselves because it’s easier and more comfortable, this isn’t always what’s best for them or the organization. Inclusion is challenging and requires deliberate effort and self-awareness.

Ageism and age discrimination are pervasive issues that affect both older and younger workers. We tend to label age groups with specific attributes: young workers are seen as dynamic and innovative, while older workers are considered stable and experienced. However, these labels are limiting and often inaccurate.

Organizations should focus on building bridges between different age groups rather than walls. A multi-generational team brings a rich diversity of perspectives and experiences, which can lead to more innovative and effective solutions.

The Case for Multi-Generational Teams

Daniel: In my opinion, we’re not doing enough to showcase the advantages of multi-generational teams over homogeneous ones. Perhaps this should be one of the attributes of modern EVP, especially targeted towards young people?

Helena: Absolutely. According to the Talent Foresight Report, 77% of employees consider company values important when choosing an employer. Age diversity is a crucial aspect of Diversity, Equity, and Inclusion (DEI), which is particularly significant for younger generations. Providing opportunities for all generations—from recent graduates to those over 50—is essential.

Research consistently shows that diverse teams outperform homogeneous ones. Therefore, making a clear case for multi-generational teams is straightforward. The current gap, however, is at the leadership level. Many leaders struggle to meet the needs of various age groups within their teams. Developing clear frameworks for communication, recognition, learning, and development is vital. Roles need to be redesigned, allowing senior workers to take on responsibilities related to knowledge transfer, mentoring, and training, while giving younger employees opportunities to lead. There is much work ahead of us in this area.

Advice for Managers of Multi-Generational Teams

Daniel: What would be your advice for managers when they find themselves leading a multi-generational team?

Helena: Managers in this situation often receive little support. Empathy is essential to understand how different generations perceive and react to the same issue. Take the current revolution with generative AI, for example. Younger workers might embrace this change, expecting to work fewer hours in the future, while older workers might worry about job security. Understanding these differing perspectives requires managers to consider the factors that shaped each generation.

Generational training can be an effective tool to help managers adapt their leadership styles to meet the needs of each age group within their team. This training can provide valuable insights into how to manage and leverage the strengths of a diverse workforce.

Gen Z’s Unique Contributions

Daniel: In your book Dear Monsters, you focus on Gen Z and how they build business relationships. What unique contributions can this generation offer to the workplace and to business?

Helena: Gen Z brings numerous strengths to the workplace. They are incredibly tech-savvy, well-educated, resourceful, and capable of working independently. They have strong principles regarding DEI, the environment, and work-life balance, favoring holistic well-being.

Additionally, Gen Z is highly entrepreneurial. However, according to a recent McKinsey study, they also value job security. This presents an opportunity for organizations to nurture intrapreneurs—individuals who innovate and develop new products or services within an established business. By providing a stable environment that encourages creativity, organizations can harness the entrepreneurial spirit of Gen Z.

Empowering Young Women in Leadership

Daniel: I love the chapter “The Boss Lady.” What would be your advice to young women who aspire to leadership roles? What are the first steps to building authority, especially in teams dominated by mature men?

Helena: “The Boss Lady” is a character that embodies the essence of female leadership. The first piece of advice is to be visible. In the book, her visibility on stage piqued my interest in her work and personality.

Women need to take up space, share their stories, and increase their visibility. Many women see this as vanity, but it’s not. By becoming more visible, you not only advance your career but also inspire other underrepresented groups. When others see you, they believe it is possible for them too.

Visibility and storytelling are powerful tools for building authority and paving the way for the next generation of female leaders.

Dear Monsters…

The future of work is undeniably multigenerational, and it’s crucial for organizations to recognize and embrace the strengths that each generation brings to the table. By fostering an inclusive environment where every generation feels valued, businesses can drive innovation, improve performance, and create a more dynamic and resilient workforce.

Special THANK YOU for Daniel Wocial and Helprise for dedicating an episode on their podcast to this important topic. Together, we can make the world a better place.

I hope these insights inspire you to consider the immense potential of a multigenerational workforce in your own organizations. Watch the full interview here.