Today’s workplace is comprised of employees from five different generations: Baby Boomers (born from 1946-1955), Generation Jones (1956-1964), Generation X (1965-1979), Millennials (1981-1994), and Generation Z (1995-2012). Each generation has different backgrounds, experiences, and skill sets. They also have different strengths, weaknesses, and expectations. More important, different generations have different work ethics and respond differently to different types of management.
As a manager of employees from different generations, it’s important that you adapt your management style for workers from all these different generations. A one-size-fits-all management approach will not work for both your older and younger employees; you need to develop a flexible collection of skills that best address the unique qualities and get the most out of each generation.
Managing Baby Boomers
The Baby Boom generation started when soldiers arrived home at the conclusion of World War II, got married, and started raising families. Born between 1946 and 1955, Baby Boomers are the largest and perhaps most influential of those generations working today.
Growing up in the late 1950s and 1960s, Baby Boomers were influenced by the seismic societal trends of the time. Their lives were shaped by the Vietnam War, the Civil Rights Movement, and, amongst younger Boomers, hippie counterculture. They grew up watching network television and listening to the Beach Boys, the Beatles, and Bob Dylan.
Boomers did not start using personal computers until they were in their 30s and 40s—and then, only because of work. They were slow to adopt the Internet, email, and social media. Many are perplexed by today’s technologies and reluctant to use collaborative office tools. They prefer face-to-face conversations and phone calls to texts and emails.
These workers share many of the traditional values of their Greatest Generation and Silent Generation parents, but with a touch of 1960’s anti-establishmentarianism. They have a strong work ethic and expect others to behave similarly. At work, they tend to be motivated by company loyalty, teamwork, and duty—and expect their employers to be equally loyal to them. They believe that achievement comes only after paying one’s dues and that sacrifice is sometimes necessary for success.
Baby Boomers appreciate a more traditional workplace environment. They like face-to-face communication, including in-person meetings, which helps them build relationships with other team members. They take pride in their work and bring a lifetime of experience to any situation. They also like to be recognized for their contributions and accomplishments.
Boomers appreciate traditional workplace-related perks, such as fancy job titles, bigger offices, assigned parking spots, and the like. As many are approaching retirement age, they are looking for age-related benefits, such as flexible work schedules, part-time opportunities, phased retirement, and the like. They may also be amenable to working more from home.
These older employees value a strong benefits package, especially when it comes to healthcare and 401(k) matching. They are, at this stage in their careers, unlikely to be looking to change jobs or careers.
When managing Baby Boomers, recognize and appreciate the skills and experience they bring to the team. Chances are, they’re going to know more not only about their jobs but also about the industry and life in general than their younger colleagues—and maybe more than you, their manager! You need to provide opportunities to leverage these traits while also giving them the opportunity to mentor younger employees.
At this stage in their careers, Boomers value stability. They may react poorly to reorganization and similar changes in the workplace. They value a traditional management hierarchy and seek clear direction; they’re accustomed to strong leaders who set the direction while employees execute assigned tasks. Knowing this, try to keep their roles consistent and don’t needlessly involve them in organizational shakeups.
All that said, Boomers also want to provide input and have that input listened to. You need to provide them with opportunities to have their voices heard and to show off their expertise when appropriate.
Above all, you need to respect Baby Boomers and the experience they bring to the organization. There’s nothing worse to an experienced Boomer than having some young hotshot order them around and not listen to what they have to say. That’s a sure way to drive away what may be the organization’s best employees.
Managing Generation Jones
It used to be that the Baby Boom generation included those born in the twenty-year period between 1946 and 1964. If you think about it, however, those born in the latter half of that time frame grew up in considerably different circumstances than the typical 1950s Boomer baby.
For that reason, many experts now recognize a new “in-between” generation of those born between 1956 and 1964. This generation is often referred to as Generation Jones, as they were always trying to keep up with the Jones. (Barrack Obama, born in 1961, was a Gen Joneser; George W. Bush, born in 1946, was a true Boomer.)
Gen Jonesers share some of the traits of Baby Boomers and some of the traits of the following Generation X. These individuals grew up in the 1970s, not the 1960s, and thus were shaped by events such as Kent State, Watergate, the energy crisis, and inflation. Nixon was the first president of any consequence to this generation, so they have a more obvious distrust of government and authority than Boomers.
Like Boomers, Gen Jonesers grew up watching network television. They listened more to albums than to singles, however, and the music of their youth was less Motown and British Invasion and more disco and New Wave.
Generation Jonesers are slightly more comfortable with technology than their Boomer older siblings. They played Pong and used calculators in high school and were likely introduced to computers either in college or early in their work careers. Like Boomers, they prefer face-to-face communication and phone calls but are also comfortable with email and some social media (Facebook, primarily).
In the workplace, Gen Jonesers are motivated by duty and company loyalty but also wary of both. They have a strong work ethic but are skeptical that their employers will return their loyalty and dedication.
Managing Generation Jones employees is a little like managing Baby Boomers. Gen Jonesers appreciate a clear hierarchy and want their input and experience valued. They’re more comfortable working on their own, however, and are good prospects for solo projects.
Gen Jonesers are more likely than Boomers to adapt to remote work and also more comfortable with enabling technology, such as virtual meetings. They’re also starting to age and may want more flexibility in their schedules and retirement-focused perks.
Think of Generation Jones as like Boomers but more independent and cynical. They’ve been burned before and don’t necessarily trust management to do what’s right for them.
Managing Generation X
Generation X consists of those individuals born between 1965 and 1979. These folks grew up watching cable television and movies on videotapes, so they’re accustomed to variety in their lives. Their formative years were the 1980s and early 1990s, so they’re of the MTV generation. They also played a fair number of videogames growing up.
This generation is more comfortable with technology than their elders. Even though they might not have had personal computers at home (they were too busy playing games on their Atari consoles), they were definitely exposed to computer technology at school. If they went to college, they were some of the first users of email—and wholeheartedly embraced the Internet after they graduated. They’re comfortable with many different methods of communication, including phone calls, face-to-face meetings, email, and some social media. (Facebook and perhaps Twitter, but not TikTok.)
Gen Xers’ formative years were shaped by catastrophic events such as the AIDS epidemic, the Chernobyl and Three Mile Island nuclear accidents, and the Challenger disaster. That said, they also grew up after the fall of the Berlin Wall and the breakup of the Soviet Union and got to experience the original dot-com boom.
This generation of workers is comfortable with diversity and motivated by a proper work-life balance. They are not motivated by the company’s interests. They are very self-interested and unlikely to blindly follow the company line. As a group, they tend to be more self-reliant than either Boomers or Gen Jonesers.
Gen Xers tend to look at their jobs as more of a short-term contract than a long-term career. They’re quick to move on if an employer fails to meet their needs. They’re also resistant to any changes at work that might affect their personal lives. They expect to be compensated fairly and to be paid extra if they do extra work; they’re less apt to willingly work long hours than their predecessors. They value their personal lives more than their work lives.
As such, this generation wants a generous amount of time off. They value flex time and telecommuting and do not take well to being forced to return to in-office work. They also appreciate benefits such as childcare and elder care, tuition reimbursement, and other items that improve their personal lives.
Ultimately, Gen Xers want the freedom to do their jobs their own ways. Trying to force these workers into a traditional mold might prove challenging. As a manager, you need to give Gen Xers a large degree of independence and flexibility—and trust them to take ownership of their work.
Managing Millennials
The Millennial generation includes those individuals who grew up at the turn of the millennium. These individuals, born between 1980 and 1994, are very tech savvy. They grew up with computers and the Internet and are more comfortable communicating electronically than in person or over the phone. You can reach Millennials via texts, instant messaging, email (sometimes reluctantly), and social media.
Millennials were shaped not only by technology but also by tragedy. These individuals grew up in the era of Columbine and other school shootings, and the 9/11 terrorist attacks had a major impact on their young lives.
Millennial workers seek growth and personal development. They appreciate challenges and are motivated by unique work experiences and increased responsibility.
That said, Millennials appreciate a fun work environment and demand a distinct work-life balance. They are likely to leave an organization if they don’t like the people, the work, or the company’s ethics.
Like Gen Xers, Millennials do not view any given position as a long-term commitment. They tend to have jobs rather than careers—and if that job isn’t fun, they’ll look for another one.
Unlike Gen Xers, most Millennials like working on collaborative teams. They can be motivated by including them in the decision-making process. It’s important for them to feel that they’re doing meaningful, impactful work. They were used to being included in family decisions when they were young (unlike Boomers, who had more authoritative parents) and want a similar experience in the workplace. They thrive in environments where they feel valued and respected. They want to see a higher purpose in the work they do.
That said, Millennials desire a flexible work experience. They want generous PTO, flex time, the ability to telecommute, and the like. They do not react well to management that is too rigid, dictatorial, or secretive. They will disengage from heavy handed management. To be their best, they need a workplace that embraces a culture of openness and transparency.
Managing Generation Z
The newest generation just now hitting the workplace is Generation Z. This generation consists of individuals born between 1995 and 2012 or so. This generation is considerably different from those that came before.
Gen Zers live and breathe technology and social media. They live in an on-demand world full of streaming media and therefore crave personalized experiences. They do not react well to one-size-fits-all environments or management styles.
This generation has been shaped by recent events—especially the Great Recession and the COVID pandemic. They’ve had lifelong access to personalized technology and an ever-splintering media landscape. They self-identify as digital device addicts and are constantly on their phones watching TikTok videos and communicating via Snapchat and text messages. Unlike prior generations, they do not use email—unless they’re forced to because of work, that is, and even then, very reluctantly.
Generation Z is motivated by personalization, individuality, and creativity. They value independence and appreciate innovative co-workers and new technologies. In a corporate environment, they prefer to work with Millennial managers and don’t get along well with older Boomers and Jonesers, with whom they have little to nothing in common.
Gen Zers are big into creating personal brands. They tend to prioritize salary over benefits and believe (perhaps rightly) that they need an often unrealistically large salary to live comfortably. They also prioritize job security, especially after seeing their parents struggle during the 2007-2008 financial crisis. Not that they’re looking for life-long employment; they’re likely to stay with a company only three or four years before looking for new opportunities.
Like Millennials, Gen Zers want flexible work hours and access to the latest technologies. They gravitate towards remote work and collaborative environments.
Because this generation is young and (because of COVID) somewhat sheltered, management needs to provide the necessary training to help them survive in the work environment. They need to be provided with clear expectations and goal setting, regular constructive feedback, and hands-on management. They may not be productive straight out of the box but can thrive with the proper guidance.
In fact, don’t think of it as managing Gen Zers but rather mentoring them. They need both professional and personal guidance. You may need to adjust your needs to their expectations. And get prepared to accept concepts like mental health days, because they’re used to being pampered in that fashion.
The Bottom Line
To be a successful manager in today’s diverse workplace, you need to be able to manage across generations. You must adapt your management and communication styles to the needs of each distinct generation—which isn’t always easy. If you try to employ a one-size-fits-all management style or force your employees into a single model, you will not be successful. Today’s employees, especially those of from the younger generations, are more apt to leave than to accept an environment that doesn’t adequately meet their needs and expectations.
Understanding what makes each generation unique, then, is essential. You need to manage your Boomer and Joneser employees differently than you manage your Millennial and Gen Z workers. If you can do this, you can get the most from all your employees—and increase your retention rates.
