Bridging the Gap: Inspiring Every Generation at Work
As a young high school student, I remember hearing older adults say, “This younger
generation has a lot of problems.” I hear the same thing today from my peers across the
country. It seems each generation tends to lose hope in the one behind it.
Today’s workplace includes five active generations, each shaped by unique life
experiences and cultural influences. From Traditionalists, born before 1945 and now
representing just 1% of the workforce, to Baby Boomers (1946–1964) at 25%, and
Generation X (1965–1976) at 33%, these groups bring deep knowledge and long-term
perspective. Millennials (1977–1995) currently lead in numbers at 35%, while
Generation Z (1996–2011) makes up 5% and is quickly growing in influence. Generation
Alpha (2012–2025) hasn’t entered the workforce yet but is expected to be the most
tech-savvy generation yet.
Studies show companies that embrace generational diversity are 35% more likely to
outperform their peers in profitability and market share. These teams benefit from a
broader range of perspectives, decision-making styles, and innovation
potential—leading to stronger outcomes and better customer insight.
Each generation approaches work differently. Baby Boomers often link their identity to
their careers and demonstrate high loyalty. Generation X values independence and
work-life balance. Millennials seek rapid growth, clear goals, and regular feedback.
Generation Z prioritizes purpose, creativity, and inclusion. Generation Alpha, growing up
fully digital, is expected to bring even more agility and disruption to the way we work.
As Greg Groeschel says, “People would rather follow a leader who is always real than
one who is always right.” This is especially true when leading across generations.
Successful multigenerational leadership starts with humility, curiosity, and flexibility.
Avoid assumptions—ask questions, listen closely, and learn what drives each team
member. Encourage reverse mentoring, where older and younger employees learn from
each other. Most importantly, create a culture where everyone feels their work matters
and their voice counts.
When I lead our small group sessions at work—called Leader 2 Leader—our best
conversations happen when multiple generations are represented. Just last week, I
asked groups to share their favorite technological advancement. Answers ranged from
hydraulics and modern dentistry to chainsaws and the internet. Each response sparked
great conversation and appreciation for how far we’ve come—and how fortunate we are
compared to those who worked 100 years ago.
When we lead with authenticity, purpose, and empathy, generational differences
become a strength—not a barrier. Bridging the generational gap isn’t just possible—it’s
a competitive advantage.
Keep growing great leaders!
Jeff
