Issue #0

minute read

Test Your Assumptions

workforce innovator, advisor, speaker, instructor, author

Generation-based judgments, complaints, and conflict undermine trust, connection, collaboration, and creativity. Your business needs to benefit from all generations' contributions and capabilities to innovate, succeed, and scale.

“We don’t see things as they are, we see them as we are.” — Anaïs Nin, French-American novelist.

Generation Gap Growth

Generational divides have widened. Positions have hardened, causing team challenges to rise, productivity to drop, and AI increasingly to become a source of greater conflict not capabilities. Senior business leaders are aware. In the UK:

61% see significant differences in work culture preferences among employees from different generations.
39% said having a multigenerational workforce (currently in 73% of UK companies) leads to difficulties in communication and collaboration.
45% recognize the critical importance of clear communication in multigenerational workplaces [Work Foundation Report, 2024]

"Employers recognise the benefits of this increasingly multigenerational workforce, but many are not putting in place age-friendly policies and support mechanisms to support an inclusive and productive workplace culture." -- Lancaster University, Work Foundation Report, 2024.

Disagreement or Disconnect?

For older workers: Are we (I'm Gen X) being reasonable or resentful? Do we recognize younger generations' realities or are we interpreting situations based only on personal experiences? We suffered boring/hard work and long hours in exchange for [wages + job security + retirement + pension]. WHAT IF YOU now got only the wages without more compensation despite the reduced bundle?

If a typical parental legacy desire is to foster better situations for their kids, are we trying to return to 'suffering at work' conditions? Are we sure that 2019 office environments were optimal AND suitable/relevant for more digitalized business going forward? Do we have data to support these beliefs? WHAT IF we collaborated with our teams to evaluate and design how they perform best?

In early work years, we felt we had job security, we knew the limited linear career pathways to chose from and had to commit to. WHAT IF you couldn't anticipate what jobs might be around in 5 years time and skills learned would keep need updating with no job security or expectations of retiring (insufficient pension and extended work lives). How might you feel and act differently?

Do we understand the issues and conditions that younger teammates face?

‍

For younger generations: you have had great access to data from an early age expanding and informing your world view to develop your opinions. Many of your parents taught you to advocate and speak up for yourself because we couldn't. WHAT IF you considered that unlearning and adjustments take time and older workers may receive some contributions as confrontations?

Without clarity about future jobs/careers, it's difficult to drive ahead--to where? Without leaders' investment in you and shifting roles, your pushes to advance to get clarity and commitment make sense and your desire for more work/life balance now. WHAT IF you discussed ongoing training with your manager to show your desire to grow and mutually agree viable possibilities and timing?

In flatter companies, talent mobility to enable non-linear career pathways needs managers' cross-company relationships and knowledge of people's skills. Your focus on moving internally OR leaving to ensure you grow and stay competitive is logical. WHAT IF you self-manage your career and work with your manager to identify side projects to acquire new skills and accessible future positions?

Do you adjust tone and approach to work effectively with older team members?

‍

Fuel to the Fire

Additional circumstances including economic conditions, changing workplace norms, and tech advances are not helping generational gaps such as:

Differences in technology capabilities/comfort exacerbate divides with 35% of >50 year olds using AI daily compared with 57% if Gen Zers.
Fear of AI-based job replacement by 47% of Millennials and Gen Zers increases distrust of leadership [Cox Business].
Resistance to recruit Gen Zers by >25% of US hiring managers for their lack of soft skills [General Assembly] decreases Gen Z confidence.
49% of global Gen Z craving "a slower pace of life" are judged as lazy [Foresight Factory] versus balancing faster paced, more complex work.
Greater mental health issues result from lower resilience of younger generations say 17-18% of Boomers/Gen X and 9% of Gen Z versus tougher circumstances [Policy Institute, King's College London].
Only 21% of UK managers receive training to manage age-diverse teams [Work Foundation Report, 2024].
~50% of US and US Boomers are not ready to meet retirement goals resulting in extended working lives and more unretirements which block financial and career progression for younger workers [Fortune].
35-37% of Millennials and Gen Zers have had therapy treatment vs 5-16% of older US adults and 5% of UK >65 resulting in different understanding of its benefits and supportive language and actions.

‍

Counting the Costs

Manager/employee miscommunications cause friction, undermine trust, slow decision-making, divert progress, and raising attrition:

Workers saying their mental health is harmed at work report 37% more absenteeism, 18% less productivity, and 60% more work errors (SHRM State of the Global Workplace 2024 report).
Low engagement costs the global economy $8.8 trillion/year which is 9% of global GDP much tied to poor management and resulting in lost customers and greater turnover [Gallup State of the Global Workplace].
Fewer than half of U.S. employees 'strongly agree' they know what’s expected of them, down from 56% in 2020 [Gallup survey Nov 2024].
95% of employers believe workplace conflict damages productivity.
Only 30% of workers believe their managers handle conflicts well.
Employees spend 2.8 hours per week dealing with conflict and 52% report that conflicts have negatively impacted their mental health
~50% of these conflicts are from perceived inequity or unfair treatment.
76% of HR managers cite miscommunication as the top cause of workplace conflict [Gitnux, workplace conflict statistics].

Encourage 'what if' thinking to change generational dynamics.

Digital DNA

Human-centric workforce innovation in the age of AI

Sign up for weekly modern leadership insights and tips to transform your
workforce and scale your business, navigating the fast-paced
unpredictable marketplace.

Generational EQ

Distributed Works

WHAT YOU CAN ACHIEVE

Manage Chaos to Lead with Clarity

I know how overwhelming leading a team can feel right now. Different generations, hybrid schedules, constant change — it can seem like all you do is put out fires.

It doesn’t have to be that way. In Empowering High-Performing Teams, I share practical steps to shift from: • Conflict to collaboration • Micromanaging to coaching • Busywork to measurable outcomes

Leaders who’ve taken my courses tell me it reshaped how they lead:

Robert T., a CEO, said: “The course constantly reminded me to put myself in someone else’s shoes, listen, and validate their perspective — and it helped me build stronger connections.”

I’ve shared these strategies with more than 640,000 leaders worldwide, and I designed this course so you can apply them right away.

Watch My Video to Explore the Course ->

Scaling Skills-first

Reframing Situations

What if we all empathize more across age-based experiences to appreciate the contexts and better understand the situations of others. Here are suggestions:

[A] For Boomers and Gen Xers.

The Issue	Older Generations’ Interpretation	Reframe (Alternative View)
Digital nativity & tech immersion	“Always on their phones, distracted.”	Digital fluency is a strength. Benefit from younger generations being able to adapt quickly, filter large information streams, and leverage networks for innovation.
Social media dependence	“Feel isolated from always being on their phones, lacking social skills.”	Gen Zers were supported by and got used to virtual connections during COVID lockdown isolation. Encourage social skills development in person and online.
Expressing needs, values, and boundaries	“Too entitled, oversensitive, expect special treatment.”	Speaking up reflects confidence, self-advocacy, and a commitment to fairness. Let younger managers/workers normalize conversations about wellbeing and equity.
Career resilience	“They quit too easily, lack grit, can’t handle tough conditions.”	They are pragmatic — the old ‘loyalty bargain’ no longer works. Consider internal mobility and how quick moves can facilitate adaptability in a volatile economy.
Purpose-driven priorities	“Idealistic, unrealistic about how business works.”	Centering values helps companies future-proof and align with consumer/social expectations. Encourage purpose that fosters alignment and modern employer/employee loyalty.
Economic expectations	“They don’t understand how hard we worked, they want shortcuts.” “They’re lazy.”	Structural conditions have shifted dramatically – e.g. more complex, faster-paced work, living costs, precarity. Discover how other workers are balancing/responding, not shirking.
Success and stability	“They don’t value stability — careers, homes, pensions.”	Many can’t afford or don’t have stable enough incomes to buy homes. Ask them about new career, retirement and pension limitations and pressure to upskill – even if they have to quit.
Attitudes toward authority	“They don’t show respect or patience with established wisdom.”	Younger generations were taught to self-advocate. They want to offer tech expertise. Use their contributions (not meant as confrontations) to update and keep systems evolving.

[B] For Millennials and Gen Zers.

The Issue	Younger Generations’ Interpretation	Reframe (Alternative View)
Legacy paradigms	“Older people are stuck in the past, slow to adapt.”	Many Boomers/Xers carry institutional memory and crisis-tested strategies. Consider how their slower pace can bring stability in turbulence.
Institutional power	“Gatekeepers hoard authority, block change.”	Older generations may see themselves as stewards, responsible for protecting institutions. Discover how they can support continuity while managing risk.
Guidance & mentoring	“They talk down to us, patronize us.”	Senior leaders and older managers may be eager to share lessons learned and prevent younger peers from repeating painful mistakes. Appreciate their intent may be protective.
Economic perspective	“They don’t understand how bad today’s costs and risks are.”	Some older people faced different and significant struggles (inflation, recessions, wars). Hear their resilience narratives which can inspire perseverance and new perspectives.
Social change pace	“They drag their feet on urgent issues.”	Incrementalism may reflect risk management and awareness of systemic inertia — not always apathy. Discuss what different strategies for change can be most effective.
Mindsets & norms	“Rigid approaches and dismissiveness of mental health needs.”	For many, norms were deeply ingrained; unlearning and mindset shifts take time and effort. Encourage with curiosity and support learning and adaptation.
Generational dialogue	“They don’t listen, dismiss us as naive.”	Older generations may crave mutual respect and dialogue. Acknowledge their contributions to open the door to reciprocity.

Your business needs everyone to be communicating, contributing, and collaborating effectively. We are not speaking the same languages. The same words have different meanings. We don't understand each other well. Ask yourself 'What If?' Ask others 'Did I understand you correctly?' Empathy works.

Who is Generationally-shifting

Healthcare facility – Conscious Leadership Alliance built generational trust via dialogue forums.

Work Foundation – Employers build line-manager capacity to bridge age gaps.

NACE members – Shifting onboarding and feedback cycles for Gen Z's needs.

IBM – Implemented mentoring programs to bridge generational gaps and promote knowledge sharing among employees.

Google – Implemented reverse mentoring programs, pairing young employees coach senior leaders.

Deloitte clients – Redesigning career conversations from annual to continuous.

PMI – Embedding cross-generational mentorship in project teams and understanding how to benefit from select generational preferences.

Human-centric Leadership Audit

News & Muse

📘 The Generational Advantage, Kamber Parker Bowden - hot off the press!

🗞️ Gen Zers turn to ChatGPT over their managers - changing the dynamic.

📹 Speaking Other Languages Matters (in 'Gen Alpha') - try to understand!

🎶 Bridge Over Trouble Water, Simon & Garfunkel - crossing the divide.

The problem isn’t any generation--older or younger--it’s misunderstood context and misinterpreted expectations. Equip managers with cross-generational communication fluency, design rituals to bridge styles, and treat phones/digital tools as features, not flaws. The payoff is better performance, fewer errors, lower absentiism—and a workforce that communicates effectively.

With my executive coaching, I give leaders intergenerational insights and translation capabilities to understand team members of every generation. My insights strengthen organizational cohesion and performance bridging generational gaps to allow your teams to adapt and work together well. Click here to book a 30-minute session.

Until next time!

‍

Sophie

a sophie wade

workforce innovator, advisor, speaker, instructor, author

If you have a story, challenge, idea, or insight you would like to share, I'd love to hear it. Just connect on LinkedIn.

Scalable strategies. Tactical talk. Workforce transformation.

Human-centric workforce innovation in the age of AI

Sign up for weekly modern leadership insights and tips to transform your
workforce and scale your business, navigating the fast-paced
unpredictable marketplace.