Guide

How to Lead a
Multigenerational
Workforce:
Creating an Environment
Where Everyone Can Thrive
The challenges of a multigenerational workforce
For the first time in history, we’re working with four to five generations in the
workforce. This presents a whole new set of challenges for managers and
leaders: How do you create an environment where everyone can flourish?
The first step is acknowledging that these differences exist. In an episode of the
Udemy Leading Up podcast, career and workplace expert Lindsey Pollak framed
it this way: “To be successful at any stage of your career, but particularly when
you’re starting out, you have to understand that there are people who see the
world differently from you. And one of the reasons for that — besides personality
and gender and functional responsibility — is that when people enter the
workforce at different times in different eras, they have a different experience.”
Many of us are familiar with the common generational stereotypes, such as
Boomers who resist change and Millennials who believe they are entitled to
awards for everything. Yet, we will learn much more by diving into the data
and hearing about best practices from people who have actually worked with
multigenerational workforces. That is what we’ll be doing in this guide.

How to Lead a Multigenerational Workforce 2

Understanding the value
of age diversity at work
Diversity creates value for organizations. Research from McKinsey consistently
demonstrates how gender and ethnic diversity are tied to higher financial performance.
We can see that this concept can include age diversity, too. As an article in the
University of California Berkeley’s Greater Good magazine explains, “older and younger
people often have different but complementary skills and ways of approaching
problems.” For example, people in their twenties and thirties often have “fluid
intelligence” that allows them to innovate and solve new problems while people in
their midlife and beyond have “crystallized intelligence” that allows them to synthesize
complex ideas and to determine which problems are worth solving in the first place.
When managers and leaders learn to tap into the strengths of each generation in their
workforce and encourage cross-generational collaboration, they create an organization
that enhances the abilities of all employees, regardless of age.

In this guide, you’ll learn:

1 Which generations are present in today’s

workforce and their typical characteristics

2 How different generations’ preferences impact

their attitudes and approaches to work

3 How to effectively manage multigenerational workforces

How to Lead a Multigenerational Workforce 3

1 Getting to know
the generations
When we refer to the different generations, the distinction is based on birth
years. Generations are also defined by key events and experiences during
their formative years that have shaped their personalities and preferences.
This is particularly true when it comes to communication and technology.

Here’s how we define each generation for the purposes of this guide:

Generation Z: Born 1997–2012

This generation has been shaped by a global pandemic during their formative
years, the war on terror, an understanding of broad social injustice, and the
increasingly apparent fact that the global climate is in peril. Gen Z is highly
diverse and in many cultures, they are also rethinking identity and traditional
labels, often embracing non-binary gender and sexuality. Many Gen Zers
are also confronting mental health challenges, as discussed by author and
professor Jean Twenge in an episode of the Udemy Leading Up podcast.

Yet, members of this generation show many characteristics that make them
a force to be reckoned with. They are, “empathetic, pragmatic, cynical,
resourceful, self-protective, and wise beyond their years,” according to a
study from Oliver Wyman Forum.

Millennials: Born 1981–1996

This generation is often defined by the explosion in popularity of the internet
during their formative years. In an episode of the Udemy Leading Up podcast,
career and workplace expert Lindsey Pollak explains that, while Millennials
are often perceived as entitled and overly coddled, that characterization may
not be accurate.

They are facing some significant hurdles. They have the highest rate
of student debt and they’re the first generation to not be as financially
successful as their parents. Coming of age during the 9/11 attacks and the
2008 financial crisis meant they faced significant economic challenges when
they were first entering the workforce.

How to Lead a Multigenerational Workforce 4

Generation X: Born 1965–1980
As a smaller generation than the Millennials and Boomers they are
sandwiched between, Gen X sometimes is perceived as having a bad attitude
or just generally feeling ignored. Lindsey Pollak points out that Gen X is
actually the most entrepreneurial generation and largely responsible for the
Silicon Valley boom. Pollak notes that members of Gen X (including herself)
have a superpower: “We’re bilingual. We had to speak Boomer for half of our
careers and then we had to adapt to Millennials.”

Boomers: Born 1946–1964*

In a Udemy webinar on Unlocking the Power of Your Multigenerational
Workforce, Jean Twenge notes that Boomers are the generation that’s least
concerned with work/life balance. On the whole, they went through “adult”
experiences like getting married and having children at earlier ages than
subsequent generations.

In the workplace, they’re more independent and confident in their decision-

making ability and tend to prefer face-to-face interactions. While the
stereotype is that Boomers dislike technology, Lindsey Pollak notes that in her
experience, this is rarely the case and that Boomers often simply need a little
more time to learn to use new technologies.

*
Throughout this guide, we’ll be referencing data from the Udemy Gen Z in the Workplace survey report. Due
to sample size, Boomers were removed from analysis across generations but included in the aggregate data.

“
Intergenerational leadership is based on the idea that each
generation has something valuable to offer each other and the
workplace. This requires actively considering each generation’s
needs and characteristics to foster meaningful connections and
engagement between them. Intergenerationally minded leaders
encourage cross-generational partnerships, mutual respect
and continuous learning. They also promote equality through
horizontal leadership, rather than hierarchies.”

“Intergenerational Leadership Is Key Organizational Success,” Forbes

How to Lead a Multigenerational Workforce 5

2 Understanding the
generations at work
Whether you’re an executive, a frontline manager, or an individual contributor, your
work experience will be influenced by the multiple generations that are present on
your team and in your company at large. Organizational leaders and people managers
can all benefit from understanding how different generations approach work —
including their communication styles, behaviors, and expectations — so they can
integrate multigenerational groups better and encourage greater collaboration.

In this section, we’ll consider general workplace behaviors and expectations,

communication styles and preferences, and what different generations want from
their managers and leaders.

General workplace behaviors and expectations

In the past, having a physical office and set working hours was the norm. The rise of remote
and flexible work means different generations can have radically different perceptions of even
the most basic questions about work, such as when, where, and how it takes place.

When they work: PwC finds that 51% of Gen Zers (compared to 41% of Boomers) say
that the choice of working days and hours is extremely or very important to them.

Where they work: Whether it’s in office, hybrid, or fully remote, Gen Z workers are 11
points more likely than Boomers to say this choice is extremely or very important to them.

How they work: The ability to do their work in a way that suits them is one of the biggest
differences in preference across generations, with 63% of Millennials, 58% of Gen Z, and
only 51% of Boomers saying this is extremely or very important to them.

“
As in other areas of their lives, younger workers are more likely to ask
questions, provide input, and seek to choose their own paths. Companies
that want to retain younger talent will need to adapt, by creating new
working norms that empower employees with more latitude and autonomy.”

PwC, “Younger workers want training, flexibility, and transparency”

How to Lead a Multigenerational Workforce 6

Communication styles and preferences
Effective communication is essential for collaboration and creating a culture of
belonging. But, the Udemy Gen Z in the Workplace survey report found that two-thirds
of survey takers across generations — a full 66% — have felt misunderstood at some
time due to different communication styles at work.

A full 2/3 of employees of all generations have felt misunderstood

at work due to different communication styles.

Part of the solution is for people leaders, as well as their team members, to be clear
with their colleagues about their communication style and preferences. Lindsey
Pollak advises that leaders need to set the tone for their teams by explicitly outlining
their expectations rather than assuming their teams will know the best ways to
communicate. She says, “It’s an act of generosity as a leader to tell people how to
communicate with you. The rule is: Clear is kind.” Leaders should also encourage
members of their team to articulate their own preferences with their managers and the
broader team to aid in communication and minimize misunderstandings.

When it comes to communication preferences, the Udemy survey report found some
unexpected results that contradict generational stereotypes. The data showed that
face-to-face meetings are the top preferred method of communication for nearly
three in five (58%) Gen Z respondents — more than either Millennials (52%) or Gen
Xers (57%). In contrast, Millennials and Gen Xers both choose video conferencing as
their preferred method of communication. Across generations surveyed, phone calls
were the least favored method.

Professional communication preferences across generations

SURVEY
QUESTION How do you prefer to communicate in a professional setting? Select all that apply.

Gen Z Millennials Gen X

58% 52% 57% 56% 64% 63% 54% 55% 57% 41% 48% 39% 29% 29% 30%

Face-to-face Video conferencing Email Company messaging Phone calls

meetings (e.g., Zoom, platform (e.g., Slack)
Microsoft Teams)

*From the Udemy Gen Z in the Workplace survey report

How to Lead a Multigenerational Workforce 7

What generations value in their jobs and from their managers
Gen Z employees are looking for a workplace that reflects their values and they are
willing to make work decisions based on their principles. A Deloitte study found that
a vast majority of Gen Zers — 86% — say that having a sense of purpose is somewhat
or very important to their overall job satisfaction and well-being, while close to half —
44% — have turned down an employer based on their personal ethics or beliefs.

When Udemy asked employees across the generations what they value most from
their managers, Gen Z respondents’ top choices were flexibility and understanding
regarding work-life balance and clear communication and transparency about
job expectations and company updates. Millennials also selected flexibility and
understanding regarding work-life balance as their top choice, but Gen X said
autonomy in their work and trust in their decision-making was most important to them.

What each generation values most in their direct manager

SURVEY
QUESTION Which of the following do you most value in your direct manager? Please select up to three.

42%
Flexibility and understanding 42%
regarding work-life balance
39%

42%
Clear communication and
transparency about job 38%
expectations and company updates 35%

40%
Support for my professional
development and career 38%
advancement opportunities 29%

34%
A positive and inclusive team 30%
culture
29%

33%
Regular, constructive feedback on 30%
my work performance
26%

29%
Autonomy in my work and trust in 39%
my decision-making
44%

27%
Recognition of my achievements 29%
and contributions
26%

Gen Z Millennials Gen X

*From the Udemy Gen Z in the Workplace survey report

How to Lead a Multigenerational Workforce 8

3 How to effectively manage
across generations:
Tips for success
Now that you’ve seen some specifics about how the generations in the workplace
differ, you might be wondering what this means for your own approach to leading
multigenerational teams. The key is to stay open-minded and inclusive without
calling attention to people’s ages. Here are some practical tips for you to try out.

Try to avoid stereotyping — find out what your team

members actually want
It can be tempting to fall back on stereotypes, for instance assuming that younger
workers are well versed in the newest technology or older workers will not be interested
in stretch assignments. But avoid stereotyping and make sure you have candid
conversations with your team members about their professional goals and preferences.

You’re likely to be surprised by what you learn from these conversations. For
example, Jean Twenge notes that the pessimism that some Gen Zers feel means
“their expectations are not as sky-high as they were for a lot of young Millennials.”
And Lindsey Pollak, when speaking about managing across generations on the
Udemy Leading Up podcast, notes that, “There are three words I would use that I
think everybody wants at work and they want in very different ways. And the words
are freedom, clarity, and connection.” As a leader, it is up to you to learn how to offer
freedom, clarity, and connection in ways that will resonate with your team.

How to Lead a Multigenerational Workforce 9

Create opportunities for cross-generational mentoring
The traditional style of mentoring involves older generations sharing their experience
and expertise with younger generations. While this is still a valid form of mentoring,
it is just not the only type of mentoring. PwC notes, “The flow of skills can also move
in the other direction, through reverse-mentoring initiatives that empower younger
workers to partner with executives and guide them in areas such as technology or
social issues. Reverse-mentoring gives younger workers a voice, builds relationships
across generations, and sends a clear signal that younger workers have valuable
contributions to offer.”

Create opportunities for different generations to learn from and share with each
other, whether it is by inviting people to observe video calls or participate in email
exchanges, creating opportunities for them to collaborate on projects, or the many
other possible ways they can work together. This apprenticeship model of mentorship
is especially important in hybrid workplaces where people might not have the chance
to overhear or observe the conversations that take place among their colleagues.

“
Mentoring is still a fantastic thing to do. But now you can do it over Zoom
and you can do it globally. Now a younger person can mentor an older
person. The concept itself remains really powerful. It’s about keeping
the best of the past and the best of the classics, and mixing it in with the
changing times and the changing people.”

Lindsey Pollak, Unlocking the Power of Your Multigenerational Workforce

How to Lead a Multigenerational Workforce 10

Understand their perceived skills shortages and help them
develop needed skills
Nearly all Gen Z respondents from the Udemy Gen Z in the Workplace survey report
(93%) feel at least some level of preparedness for the demands of the workforce
within the next three years. At the same time, only about a third (34%) feel very
prepared or extremely prepared. This is hardly surprising, given that this generation
has lived through several significantly disruptive events, including a global pandemic
that affected their school and/or work lives at key moments in their development.

When asked to choose the top skills needed for work, Gen Z respondents chose
skills underlining the importance of technical capabilities: programming skills and AI.
However, the third skill on the list is communication, followed by two other essential
workplace soft skills: critical thinking/problem-solving and creativity innovation.
This list represents a well-balanced understanding of the broad skill set that all
workers will need to succeed and grow in their careers.

Gen Z’s top 5 essential workforce skills for the next 3 years

SURVEY What are the top skills you believe will be essential for a successful career in
QUESTION
the workforce within the next 3 years? Please select up to 5.

Programming Artificial Intelligence Communication

36% 30% 30%

Critical thinking / Creativity / Innovation
Problem solving

26% 22%
*From the Udemy Gen Z in the Workplace survey report

It is worth noting that younger generations feel especially concerned about their perceived
skills gap. According to PwC, 44% of Gen Z and 43% of Millennials said that one of
their top three concerns is that their employers will not help them develop the relevant
technical or digital skills, while only 29% of Boomers said this was the case for them.

How to Lead a Multigenerational Workforce 11

Multigenerational
workforces require
perennial leaders
In 2016, tech entrepreneur Gina Pell coined the term “perennial” to describe people who
don’t conform to generational expectations. She wrote in Fast Company that perennials
are “ever-blooming, relevant people of all ages who live in the present time, know what’s
happening in the world, stay current with technology, and have friends of all ages.”

In the Leading Up podcast, Lindsey Pollak shares her own take on this concept,
explaining, “The goal of being a multigenerational leader at any age is to say two things:
I know my history. I’m going to learn what came before me and take the best of that, and
I’m going to keep up with the times no matter how old I get and take the best of that. It’s
and, not or. It’s making the pie larger.”

The big takeaway is that everyone in today’s workforce must be open to learning
and collaboration. If you are a manager, you will need to learn the best ways of
communicating with and motivating your team members. If you are new to the
workforce, you need to learn the norms and expectations that will help you succeed.
And if you have been in the workforce for a few decades, you will likely need to adapt
to new methods of communication, new ways of working, and new technologies, like
generative AI. That openness and willingness to learn is what will give all employees,
regardless of level, a competitive edge and resilience in their careers.

At Udemy Business, we have worked with thousands of global customers to prepare

their leaders for managing a multigenerational workforce. Contact us today for a
conversation about how to engage employees of every generation in workplace
learning to help develop the skills they need.

How to Lead a Multigenerational Workforce 12

About
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