How do I lead different generations?

"How do I lead different generations," is a question we seem to be asked increasing on our leadership workshops and journey's. It often comes from frustration that what used to work, from a leadership and management point of view, doesn't seem to work anymore.

How many of us were taught that we should treat people the way we want to be treated?

In fact this turns out to be a flawed concept as people want to be treated the way they want to be treated. The challenge is that if we aren't them, how do we know?

This is what makes true leadership so interesting and exciting. I believe the role of a leader is to create a high performance environment where success is inevitable. And the purpose of leadership is to awaken possibility in people to deliver extraordinary results. In the ned it's all about people.

Emotional intelligence will obviously help out here as we need to understand how belief systems, personality, values, and experiences all come into play when leading people. Simon Sinek talks about the fact that if you don't understand people, you don't understand business. I fully agree!

The challenge we all have in leading in today's context is that today’s workplace spans so many generations, each shaped by the unique events, culture, and technology of their formative years. And all with their own personality, beliefs and aspirations.

From Baby Boomers to Gen Alpha, understanding what each generation values can help leaders build trust, foster engagement, and empower teams for higher performance.

During our workshops we discuss this challenge and the luxury of having a mixture of different Generations in the room always makes it interesting with plenty of great dialogue. We've even had younger leaders asking ChatGPT to gain answers during breakout sessions. I'll share these insights later!

Interesting, we are working with leaders of a leading luxury brand and during one exercise we explored how to market, position, and sell luxury. We had a mixture of generations in the room and it created lively debate on what we thought luxury was. It was different for different generations and we couldn't get agreement!

Asking ChatGPT we got this answer. I'm not sure if it's right, but it created further debate and the realisation of the need of flexibility and adaptability in messaging. Here's the answer we received:

Luxury means something different to each generation, shaped by their experiences, values, and the world they grew up in. Here’s a breakdown of how different generations tend to perceive luxury:

1. Baby Boomers (Born 1946-1964)

For Baby Boomers, luxury often reflects status and success. They value:

• Material wealth: Expensive cars, high-end fashion, designer brands.
• Exclusivity: Unique experiences or goods that demonstrate achievement.
• Quality and craftsmanship: Timeless, well-made products, often rooted in tradition (e.g., Swiss watches, classic cars).
• Investments: Real estate, collectibles, and items with long-term value.

2. Generation X (Born 1965-1980)

Gen X tends to balance practicality with indulgence. Their view of luxury often involves:

• Freedom and flexibility: Luxury might mean the freedom to work remotely or travel.
• Experiences: Travel, gourmet dining, or boutique hotels over owning more material things.
• Functionality with style: High-end gadgets and practical luxury that fits into a busy life (like a high-performance SUV or smart tech).
• Balance: Balancing family responsibilities with personal indulgence.

3. Millennials (Born 1981-1996)

Millennials are redefining luxury with a focus on:

• Experiential wealth: They value unique, Instagrammable experiences over tangible goods (e.g., exotic travel, wellness retreats).
• Sustainability and ethics: Luxury for them involves brands that have social responsibility, are environmentally conscious, and support ethical practices.
• Personalisation: Customisation and personal connection to brands matter (think bespoke fashion or tailored services).
• Access over ownership: Luxury can mean access to services (e.g., Airbnb stays, luxury subscription boxes) rather than owning expensive things.

4. Generation Z (Born 1997-2012)

For Gen Z, luxury is less about showing off and more about authenticity and individualism:

• Digital and virtual luxury: Digital fashion, NFT art, or exclusive in-game items can be a form of luxury.
• Ethics and transparency: They prioritize sustainability and are drawn to brands that align with their values, more than just expensive products.
• Minimalism and purpose: Luxury is about decluttering and owning only meaningful or high-quality items that bring personal joy, with a preference for thrift and vintage fashion.
• Instant gratification: Experiences or luxury that is accessible quickly, such as online luxury goods or fast-fashion brands that offer high-quality at lower costs.

5. Generation Alpha (Born 2013 and after)

Though it’s still early, Generation Alpha is expected to grow up valuing:

• Digital-first experiences: They may place value on virtual and tech-based luxury experiences.
• Tech-driven customisation: As they grow, luxury will likely become even more about ultra-personalised digital offerings and instant customisation.

In short, luxury has evolved from being primarily about status and ownership to a more experience-driven, ethical, and digital concept, especially for the younger generations. The perception of what’s truly "luxurious" is now as much about values as it is about cost.

It's interesting how this makes marketing and selling a real challenge and an opportunity to outperform the competition when we get it right.

I remember working with the leadership team in the early years of Gymshark and was encouraged how clear Ben Francis MBE and Steve Hewitt , and their team, were on their target customer and market segmentation. I think understanding their target audience's lifestyle choices, and being obsessed with brand and culture, has been fundamental to their growth and success. With a clear focus on 18-25 year olds passionate about fitness, fashion, and music, Gymshark has strategically tailored their products and marketing campaigns to align with their target market's interests and hobbies.

So what does this have to do with leadership?

Everything!

Leadership Needs Across Different Generations And How To Best Lead Them

We have carried out many breakout sessions over the years on how to lead different generations. Here's a summary of what we have found out so far, and what ChatGPT tells us! As you read the answers, be mindful of not putting people into boxes. There are many other factors that come into play when choosing how to behave as a leader.

1. Baby Boomers (1946-1964): Loyalty & Stability

This is my Generation so can relate to this! Boomers grew up in an era defined by stability and loyalty. They tend to value long-term security, respect for experience, and the satisfaction that comes from mastering skills. They are often seen as diligent and value-driven, holding onto the notion of a “job for life.”

• What They Want: Clear pathways for progression, acknowledgment of expertise, and recognition of their contributions. They appreciate face-to-face communication and structure.
• How to Lead Them: Honour their experience and provide opportunities for mentoring roles where they can pass on their wisdom.

2. Generation X (1965-1980): Flexibility & Independence

Gen X grew up in a time of economic uncertainty and societal shifts, which gave them a strong sense of independence and adaptability. They are self-reliant and appreciate flexibility in the workplace, balancing career growth with personal well-being.

• What They Want: Autonomy, flexible work options, and transparency in leadership. They appreciate clear communication, especially when it comes to company goals.
• How to Lead Them: Empower them with projects that give them creative control and respect their desire for a healthy work-life balance.

3. Millennials (1981-1996): Purpose & Development

Millennials are known for their desire to make a meaningful impact. They seek purpose-driven work, continuous development, and the chance to innovate. They’ve been called the “purpose generation” and tend to favor experiences over material wealth.

• What They Want: Opportunities for learning and growth, feedback, and alignment with the company’s purpose and values. They’re also the most likely to embrace technology in the workplace.
• How to Lead Them: Create a purpose-led culture, prioritise personal growth and development opportunities, and adopt tech solutions that allow for flexibility and collaboration.

4. Generation Z (1997-2012): Inclusivity & Speed

Gen Z grew up in a hyperconnected world and is the most diverse generation yet. They’re agile, tech-savvy, and seek inclusivity, transparency, and authenticity. Used to constant information, they’re unafraid of change and look for swift responses in their careers.

• What They Want: An inclusive culture, transparency, and quick feedback loops. They also value the chance to make an impact early and align with companies that are socially responsible.
• How to Lead Them: Encourage open dialogue, provide mentorship opportunities, and create a fast-paced, inclusive environment where they can make a real impact.

5. Generation Alpha (2013 onward): Digital Fluency & Purposeful Impact

The youngest generation, Gen Alpha, is growing up in an entirely digital-first world with an early awareness of social and environmental issues. This generation will expect seamless digital experiences, continuous learning opportunities, and meaningful work that aligns with values like sustainability and social impact.

• What They’ll Need: Advanced digital tools, flexible environments, purpose-driven work, and organisations that prioritise well-being. They’ll also value the freedom to learn and grow through digital and hands-on experiences.
• How to Lead Them: Embrace emerging tech, support self-guided learning, and build a culture of continuous improvement. Lead with transparency, align work with values, and prioritise well-being and flexibility.

Ultimately, the most successful teams aren’t just those that check boxes on generational expectations, they’re the ones that look for common ground. Each generation wants respect, trust, and the chance to contribute meaningfully. As leaders, our role is to adapt to these evolving needs, blending flexibility with a shared purpose that transcends age. And in that, we create not just a multigenerational team, but an exceptional one.

One of the questions that is lingering in my mind, based on these differences, is around whether some of the older models, such as Tuckman, we tend to see used to teach leadership are right anymore. Most of the research was done many years ago with different belief systems in play. Just a thought!

One final caveat...

One recommendation I would add to this is that I've found that sometimes it can be counterproductive to put people into rigid boxes. To truly lead we need to build relationships and discover the needs of each member of your team and not make assumptions. Many factors such as beliefs, values, personality, skills and aspirations come into play. Create a safe space and fully explore how to get the best from each team member.

Psychometric Tools, The User Manual, and Mad/Sad/Glad are great exercises to do to create understanding and create rich dialogue.

So, here's a few questions for you to ponder on:

Do you fully understand the needs of each member of your team? Where can you bridge the gap in your team? How can you adjust your leadership style to spark connection across generations?

Every Success,

Graham