What do you do if your leadership style isn't resonating with a multi-generational workforce?

Here is my opinion 1. Be flexible and adaptable: Recognize that different generations may prefer different communication styles, work arrangements, and feedback formats. Be flexible in accommodating these preferences whenever possible, without compromising the overall organizational goals and standards. 2. Seek feedback and act upon it: Regularly seek feedback from your employees, especially from different generations, to understand their perspectives on your leadership style. Remember, building successful relationships with a multi-generational workforce requires adaptability, empathy, and a willingness to understand the different perspectives.

It's not you who decides if you're a leader. It's those who choose to follow you. If your style isn't resonating, you're not leading. It's time to acknowledge that it's you who needs to change to lead. Step one is to listen. Determine what motivates your team. Generally speaking, they want to be part of something significant. Give them purpose. Surround them with others who are complimentary and challenge positively. Provide opportunities for personal and professional growth. Each of these areas can span generations but may need to be approached differently for each generation. Determine what motivates them, then align those motivations with the business needs. If you try to do it the other way, it won't resonate.

Don't assume because someone is from a certain generation that their communication style, work methods, or interpersonal skills are the same. Too often we put our employees in a box because of their age and assume we know how they want or need to be lead without taking personalities, background, and cultural differences into account. Along those same lines, assess your own biases. I often hear people generalize about various generations focusing on what they perceive the flaws to be. If you start looking for the negative, that is what you will find and it will impact the way you lead.

One Size doesn't fit all. I believe leaders also need to contantly adapt to the various people around them -continous learning. Basics of leadership would still remain - listening, Kindness, Empathy, Patience.. (some of them)

Understand Generational Differences: Take the time to understand the characteristics, values, and communication styles of different generations in your workforce, such as Baby Boomers, Generation X, Millennials, and Generation Z. Recognize that each generation may have unique expectations and preferences when it comes to leadership. Flexibility and Adaptability: Be flexible and adaptable in your leadership approach, recognizing that one size does not fit all. Tailor your communication, management style, and feedback mechanisms to accommodate the preferences and working styles of different generations.

One of the sessions I attended at my workplace as part of the #NextGen BRG addressed this very topic. One of the key takeaways was to be flexible.Understand that one leadership approach may not resonate with every individual. Be adaptable and open to adjusting your style to accommodate the preferences of different generations. Also leading by example plays a key role in getting your team to respect you, regardless of age. Treat everyone kindly but be assertive when it comes to discipline and practice discipline yourself. By embracing diversity, adapting our leadership style, and fostering an inclusive culture, we can effectively navigate the complexities of leading a multi-generational workforce within our organisation.

The term “leadership style” is outdated and anyone who feels that their direct reports should respect and adapt to their leadership style has much to learn yet about leadership. Leadership is situational... It is about listening, understanding and adapting to the needs of individual team members and leading them based on their needs because everyone is in a different place in their career. A strong leader will be adaptive in their “leadership style” and provide individuals with - not necessarily what they want but - what they need to develop, perform, be the best they can be and progress their careers in a way that is mutually beneficial.

Very true, and that "flexibility" requires a healthy amount of EQ. However, since EQ has always been a scarce commodity in the world of business, many leaders have the same level of flexibility as that of a brick wall. Fortunately for us all, EQ can be nurtured and developed.

Leadership is also about flexibility. As a good leader, one should be able to adapt to their team's capabilities to bring out the best in them. Rather than expecting the team to adapt. This involves a lot of maturity about understanding the strengths of the team and ensuring that their output is top notch regardless of their incompatible working style. If the leader is rigid, it is a sure shot way to cause friction, and it will be difficult to create an environment that is encouraging and conducive for cooperation.

One thing I have found helpful is flexing to various personality style preferences. In order to do this you need to get to know your people. Some will be motivated by the numbers while others are motivated by visibility or collaborative work. Once you know what motivates them based on their style preferences you can customize your communication with them. No matter what generation they are a one style method of communication has limited results. True leaders communicate often and in ways that reach many style preferences.

I very much agree with prior comments with regard to flexibility, continued learning things that are new, and engaging in ways you aren't comfortable. But it is also important as a leader that we provide the same to the multi-generational teams we lead. They, too, should be exposed to other methods which oftentimes is client-driven, but if you don't expose your team to more formal means of dressing, communication, and interaction, they could be at a disadvantage. Everyone needs some practice when they are learning something different or uncomfortable - the leader, the employee, but regardless we need to set our teams up for success when they encounter other generations as their colleagues or clients.

Leadership skills need to be constantly refreshed, enhanced and deepened. Like no other skill, your leadership brand is in every conversation you have and action you take as you are observed by others in your organisation - that's why it's the hardest job in the world! But also the most rewarding.... investing in leadership skills has always paid dividends in my experience.

One needs to be open to constant learning. A multi generational team has exposure to various facets of the business and knowledge about different skills and outcomes. As a leader, one needs to command respect and hence, is expected to know and learn more than 80-90% of one's business. Even if it means learning and upskilling at a late age. For instance, I double-hat as an investor in an online D2C venture which is a completely different ball game over B2B. Nevertheless i learnt various aspects of SEO, performance marketing and technology and I realise staying cutting edge is a continuous process. So keep learning so that a multi generational team can look up to you as a leader to provide direction and guidance.

Adjust We all have strength and weakness. As their leader, you need to figure out how to bring out the best in them. Maximize your team’s strengths and minimize their weaknesses. Learn from each other. You all win!

Update Skills: Stay current with the latest trends, technologies, and best practices in leadership and management. This might involve attending workshops, enrolling in courses, or seeking mentorship from younger employees who are more familiar with emerging technologies and communication platforms.

If your leadership style isn't resonating with a multigenerational workforce, it's important to adapt and be flexible. Communicate Effectively: Tailor your communication style to be inclusive of different preferences. Some may prefer face-to-face meetings, while others might prefer emails or instant messaging. Encourage Collaboration: Create opportunities for cross-generational collaboration and mentorship. This can foster understanding and cooperation among team members. Be Open to Feedback: Encourage feedback from your team members about your leadership style and be willing to make adjustments based on their input. Focus on Common Goals: Emphasize shared goals and values to unite your team across generational lines.

Leaders can find it daunting to have communication with a multi generational team. However breaking this wall and connecting with all members of the team to ensure constant and seamless dialogue is key to team building. Remember that diversity is important to growth. And diversity of age, skills, knowledge is in fact encouraged. So once you have that multi faceted team, break down the walls to ensure that you create an open door policy to allow dialogue. Do this through team outings, regular 1-1 feedback sessions, on the job dialogue, team building exercises, etc.

Many leaders confuse being in control with having all the solutions. Seriously, take the weight off of your shoulders—no one expects you to have all the answers. Communicating with your team and encouraging them to use their creativity and ingenuity to solve problems is the role of a leader. Your team has ideas and answers, and as a leader, you should have mechanisms in place to help them solve problems with critical thinking, not command-and-control ways of working.

I encourage leaders to approach with curiosity & seek to understand. Opening healthy dialogue can allow for multiple perspectives to exist within the same system (or organization). There are likely aspects these leaders will also appreciate & perhaps want to adopt or try out. Vulnerably address the situation & where you perceive cultural shortcomings within that system – as no fault of any leader, employee, or generational representative. From there, people can engage from the human-centered system perspective & begin to co-create a better system to serve all. Additionally, there may be younger leaders who may step up to guide alongside the current leader. That example will demonstrate radical collaboration & ability for all to speak up.

Creating an atmosphere where open dialogue is encouraged is integral to leading a team effectively. If you’re unsure what the mindset of your team is and they don’t feel comfortable voicing their thoughts in a professional manner, then you’ve lost your team. I also think it’s important to ask for feedback, even from a leadership position. This can drive positive change, but also shows your team you want to work and grow with them.

When your leadership style clashes with a multi-generational workforce, think of yourself as a bridge builder. Recognize that Baby Boomers, Generation X, Millennials, and Generation Z each bring unique perspectives and communication preferences. Start by actively listening, truly understanding each generation’s values and how they engage. Adapt your approach: maybe formal emails for some, quick messages or videos for others. Encourage cross-generational mentorship, fostering an environment where everyone learns from each other. It’s about flexibility, empathy, and the willingness to evolve your leadership style. By connecting diverse perspectives, you create a more cohesive, innovative team ready to tackle any challenge together.

Get a coach. You're stuck. You need someone else to help you see things from other perspectives. A good coach will help you gauge your awareness and openness to new ideas, thoughts, approaches. They'll challenge you to think differently and get you out of your comfort zone. They'll provide opportunities for you to grow and expand your thinking, while maintaining what is right and true for you.

The leader in a multi generational work environment, should appreciate employees who are actively participating in open communication, which will reinforces the value of open communication in the workplace, which will also demonstrate that as a leader you are valuing their inputs and is committed to bring the necessary change in your leadership style.

Adapt to the new reality and lead by example. Learn the new gen lingo, hold your values, leverage your learnings, become a new age leader. You are a vast resource of knowledge yet others are missing that people connect. Packaging requires a change...... Go for the new. Phew!

Our small early stage team ranges from gen z to 50+…was critical for us day one to build a culture that recognizes the experience of our more seasoned team members and energetic hungriness of our younger ones. Combining and leveraging these two together creates an unstoppable force.

In leadership, I have found that l regularly reflecting is actually your superpower. Taking time to be introspective to think about how your approach is landing on people is a window into empathy and understanding. Likewise, simply asking the question (what’s working/ what’s not working) and creating space for your team to give honest feedback is another great leadership tool, especially when considering culture.

The Platinum Rule is critical to leading not just multigenerational teams, but all teams. "Lead people the way they want to be led." This needs to come from an authentic desire to serve your teams, and it all starts with understanding them. If you feel like you're not connecting as well as you'd like, reflect on these three questions: 1. Do I genuinely understand what motivates this team member? 2. Do I genuinely understand how this team member learns best? 3. Do I genuinely understand how this team member prefers to communicate with me?

Reflect Regularly: Take time to reflect on your leadership approach and its impact on different generations within the workforce. This might involve journaling, self-assessment exercises, or seeking feedback from peers and mentors. Reflecting regularly allows you to identify areas for improvement and adjust your leadership style accordingly.

I always use the phrase "meet people at their level". This works in almost every aspect of my life. It encourages understanding and growth.

Review your leadership style regularly. Ask team members what they feel is working and what may need improvement. Also, if possible, speak with peers who also manage multi-generational teams. This can be a chance to discuss any problems and also share best practice

I have found the concept of reverse mentorship very useful for leadership of multi generational groups. You can pick specifically a few who you think represent the generational segments in your employee groups. And engage in regular dialogue or scheduled discussion about how to adapt your leadership style.

Mentorship is key - promoting mentorship bridges generational divides, fostering mutual respect and learning. Encouraging knowledge sharing, including reverse mentoring where younger employees share insights, enhances team dynamics. Recognizing individual contributions, irrespective of age, fosters belonging. Investing in training for technical and soft skills, like emotional intelligence, unifies the team. This approach allows for appreciating diverse perspectives, fueling innovation. Continually seeking feedback ensures leadership styles evolve to meet diverse workforce needs, embodying a commitment to inclusivity and growth.

As the saying goes, The head that wears a crown lies uneasy.. and in today’s world disrupted by the influx of digital adoption by various generations the saying resonates so much! Most work places today have a force of baby boomers, millennials and gen z all co existing together.. they reflect different degrees of digital adoption, value systems and life hacks! Baby boomers are more conforming, millennials want to question before they believe you, GenZ prioritise self above all.. can you really have one style that fits all? Unlikely As a leader be authentic, be fearless, be human and most importantly be vulnerable to win!

As a leader, it's crucial to embrace the reality that change is perpetual. This entails acknowledging that change often pushes us beyond our comfort zones. Additionally, understanding what motivates a multi-generational team is essential. Recognizing that there's no universal approach that suits everyone is key. Lastly, effective leadership involves active listening and providing logical responses. This ensures that concerns and viewpoints from all team members are heard and addressed appropriately.