Intergeneration Teams - Yay or Nay?
Barbra Carlisle • May 13, 2025
How the hell to manage different generations in work
The jury is out. Recent trends in thinking that intergeneration teams are ultimately more productive and higher performing is now coming under scrutiny. However, leading a team with members from different generations can be challenging yet rewarding. Each age group brings distinct values, goals, and perspectives that they may or may not want to share with the rest of the team.
Here I share ideas for effectively managing teams with diverse age groups.
Understanding Generational Differences
When I asked ChatGPT to share a summary of the Generations here is what it came up with:
- Traditionalists 1928–1945 Loyal, disciplined, respect authority. Want job security, clear hierarchy, face-to-face communication. Struggle with tech changes
- Baby Boomers 1946–1964 Hard-working, competitive, team-oriented In-office work. Seek structured leadership, value recognition. Slower adoption of tech, work-life balance issues
- Generation X 1965–1980 Independent, pragmatic, adaptable. Seek work-life balance, autonomy, results-oriented leadership. Feeling overlooked between Boomers and Millennials
- Millennials 1981–1996 Purpose-driven, tech-savvy, collaborative. Seek flexibility, feedback, development opportunities. Impatient for advancement, perceived as entitled by others
- Generation Z 1997–2012 Digital natives, entrepreneurial, socially aware. Want remote/hybrid work, diversity, mental health support. High burnout risk, need for stability and guidance
- Generation Alpha 2013–2025 (still emerging) Future-forward, screen-native, globally minded (expected). Likely to expect AI integration, gamified learning, extreme customisation.
So a broad-brush sweep of millions of people into six boxes. Stereotyping for sure but built on trends and data. Useful to help us think about who we have around us in the workplace and how they may be motivated at work.
Strategies for Leading Diverse Age Groups
Whether you have 5 or 2 generations working in your workplace thinking about how to connect and get the most out of them is good management. Here are a couple of ideas:
1. Foster Open Communication:
Encourage open conversation to build confidence across generations, and support people to know they have a place in the team. This could be ensuring everyone has a chance to speak at meetings and share their perspectives. Rules of engagement – such as no idea is a bad idea – should be encouraged.
2. Tailor Your Leadership Style: Adapt your leadership approach to meet the needs of different generations. For example, provide mentorship for Baby Boomers and autonomy for Generation X. Give Gen Z the opportunity to experiment and fail fast.
3. Promote Intergenerational Collaboration:
Create opportunities for team members to work together on projects, leveraging the strengths of each generation
4. Reverse and Co mentoring: Develop team bonds between generations by co mentoring where older and younger support one another and learn as they grow.
Conclusion
Leading a team with diverse age groups requires a nuanced approach. By fostering open communication, tailoring your leadership style, and promoting intergenerational collaboration, you can effectively manage and leverage the strengths of each generation to achieve organizational success.
Connect with me to explore how mentoring and coaching can support you in managing and leading intergenerational teams.
Share this article with your network, subscribe for more insights, and discover the transformative impact a coach can have on your journey.
Introduction In today’s fast-paced, always-on work culture, leaders often find themselves consumed by operational demands, exciting things like emails, meetings, staff check ins, and the mountain of prepping and paperwork. But to lead well we need to redefine what we mean by our day to day priorities, and we need to manage our time. As a leader you need to be a step ahead, thinking of the future, whether that comes naturally to you are not. Strategic thinking is not a luxury; it’s a necessity. Why Strategic Thinking Matters Strategic thinking enables you to: Anticipate change and position you organisation for long-term success. Align teams around a shared vision. Innovate rather than merely optimise. Feel personally motivated and in control Recognise the value of delegation, which in turn supports the development of others The National Audit Office (NAO) highlights that while operational delivery is essential, senior leaders must adopt a “whole-system” approach that aligns policy, funding, and governance with long-term outcomes. I agree wholeheartedly with them! Beyond Time Management: Creating Strategic Space This isn’t just about blocking out time in your calendar., calling it focus time and then using that time to allow another meeting before the week is out. It’s about creating mental and organisational space for strategic reflection. Here’s how: 1. Delegate with Purpose Empower your team to own operational responsibilities. This builds capability and frees you to focus on the bigger picture. 2. Design Strategic Rituals Step back and ask: “What can I do as a leader that no one else can?” . Ask yourself "!what should I start doing, stop doing and continue to do". Weekly reflection sessions, quarterly off-sites, or even walking meetings can foster strategic clarity. 3. Build a Thinking Culture Encourage your team to think strategically too. When everyone is aligned on long-term goals, operational decisions naturally support strategic intent. It then becomes the norm to have time blocked out for thinking - time where you are not disturbed. 4. Use Strategic Frameworks Tools like SWOT, PESTLE, or scenario planning aren’t just for consultants. Use them regularly to challenge assumptions and explore new directions. Do it alone and with your team. This will create a culture of strategic thinking. 5. Get a Leadership Coach I would say this as a Leadership Coach but honestly getting a coach could be the single most important thing you do to unlock your thinking. With a Coach you talk things through, business and personal, freeing up time outside coaching sessions and not being consumed with things on your mind that you have not been able to share with anyone. Lots of my clients say to me " You are the only person I can speak to about this, I haven't told anyone, not even my partner about how I feeling about my role and life" And finally Strategic thinking isn’t a task it’s a mindset. Leaders who prioritise it not only future-proof their organisations but also inspire those around them to think bigger and bolder. Get in touch if you want to know more about developing a strategic thinking mindset
Taking the reins after a founder steps down is one of the most complex leadership transitions. Founders often embody the culture, vision, and identity of an organisation. So how do you lead effectively without being in their shadow? How do you make an impression? And how easy is it to make an impression when the person before you was the person who started the organisation? It is incredibly difficult, depending on the nature of the person before you , and the culture they created when they were the leader. New leaders often look to honour the past while creating new momentum - their way. It is a tension between respect and reinvention. Without trust and transition rituals, teams can stall in founder nostalgia. Here are a few tips for you to consider: Understand the Founder’s Legacy Before you start or at least in the first three months in role, take time to understand: What the founder stood for. What were their values, vision, and leadership style. What worked well and what may need to evolve. How the team in place feel about work and about the transition. Are they grieving, anxious, or hopeful? Strategies for a Successful Transition 1. Respect the Past, But Don’t Replicate It Acknowledge the founder’s contributions, but don’t try to be a carbon copy. Your leadership must be authentic to you. 2. Communicate Transparently Be open about your vision and how it builds on the founder’s legacy. Regular, honest communication builds trust and reduces uncertainty. 3. Engage Key Stakeholders From board members to frontline staff, involve people in shaping the next chapter. This fosters ownership and reduces resistance. It will involve a lot of active listening. 4. Establish Your Leadership Identity You have the opportunity to reflect on your unique strengths, what got you the job and what your purpose is as a leader. Use this insight to define your leadership narrative. 5. Balance Continuity and Change Identify what must stay (core values, mission) and what can evolve (processes, strategy). This balance reassures stakeholders while signalling progress. And finally Following a founder is not about copying, filling shows or throwing the baby out with the bath water. It’s about walking your own path while honouring the journey that came before. It is time for strategic thinking to help you set up for your own successes and to weather the storms of new transitions. With empathy, clarity, and strategic intent, you can lead your organisation into its next era. In the UK, leadership transitions are increasingly supported by structured development programmes that focus on emotional intelligence, strategic alignment, and stakeholder engagement. These resources can be invaluable during founder succession. I am always hear to help you navigate new transitions. Do reach out if you want to think about how to be the best leader, your own way.
