Addressing Generational Bias in Communication

During a presentation I gave last week, I asked college-aged students to rank their own proficiency with the National Association of Colleges and Employers’ Career Readiness Competencies 📋 And wow, did we get some interesting answers 👀 We know employers believe #GenZ need to work on their communication, professionalism, and critical thinking skills. But, what do early career Gen Zers have to say about their competencies? 🎤 Well, these scholars believe their critical thinking, teamwork, and communication are top notch. They acknowledge their shortcomings in professionalism and also see career and self development as an opportunity for growth. But, there’s a disconnect between what employers believe early career professionals have down (technology and equity & inclusion) and how Gen Z ranks their most developed competencies (critical thinking, teamwork, communication). While both groups I presented this ranking activity to had some variance in their top competencies, they both agreed that career and self development was their area of lowest proficiency. So, what do we do about this? Well, I believe it starts with an honest conversation with employers about the intergenerational workplace. Do we believe Gen Z is bad at communicating, or are early career professionals simply communicating differently? Is professionalism lacking, or are we exhibiting bias toward the most diverse generation to date? Are we getting stuck in new ways of collaborating and communicating by not considering how to ensure our teams are truly intergenerational? We need to step back and do a couple of things ⬇️ ✅ Lean into early talent strengths (which will, of course, be nuanced and context dependent) ✅ Ensure expectations are clear across the workplace ✅ Engage in transparent conversations ✅ Align performance reviews and check-in conversations with the career readiness competencies ✅ Envision how you want your team to operate at an intergenerational level

Finally, Australian organisations are realising that diversity, equity, and inclusion (DEI) work goes beyond gender, that all people have intersecting identities and our work must address these. Addressing ageism is crucial for genuine equality. Victoria's Gender Equality Act has allowed for consistent tracking of age data and it's analysis by gender. What have we learnt? We must: 🔍 Recognise the Impact: Ageism affects job opportunities and workplace culture, with significant pay gaps for older women. 🌐 Understand Generational Diversity: There are differences and similarities in the generations, we need to value the differences and foster the similarities to create a cohesive inclusive workplace 🚫 Challenge Stereotypes: Move away from generalisations. Focus on individual abilities and review recruitment processes for bias. This means actually unpacking the reasons people over 50 are not selected for roles. 🤝 Foster Intergenerational Collaboration: Encourage knowledge sharing and two way mentorship across generations to build a stronger, more inclusive team. 📚 Promote Lifelong Learning: Offer continuous development for all employees, aspiring leaders can be any age. Measure the age diversity of participants in professional development and leadership programs. 📑 Create Inclusive Policies: Have flexible work arrangements that are accessible for grandparents, people caring for parents, and people without caring responsibilities. Let's also not forget the impacts of menopause and peri-menopause - what is your workplace doing in this space? 🔗 Intersectionality: Consider ageism alongside sexism and racism. Our diversity, equity and inclusion work has to take into account different aspects of a persons identity and how that influences their opportunities and experiences. And age is one of those aspects that can really matter. Have you experienced ageism? What is your organisation doing to tackle it? Put your thoughts in the comments below. #Inclusion #AgeDiversity #WorkplaceEquality

My name is Leanne and I'm difficult. I'm entitled. I'm a job-hopper and I have no work ethic. I'm also addicted to my phone. I can't take feedback. I demand instant gratification. I have no loyalty. I'm financially irresponsible. I need constant praise. I can't handle criticism. I want everything handed to me. I'm lazy. I'm unrealistic about work-life balance and I'm always looking for the next best thing. At least that's what LinkedIn thinks about me in every post I read about millennials. And Gen-Z come to think of it. Here's what the data actually says: Myth 1: We're job hoppers. Numbers on job tenure for Americans in their 20s were EXACTLY THE SAME in the 1980s as they are today. Young workers have always changed jobs frequently. It's developmental, not generational. Myth 2: We're entitled. Actually, we're economically scarred. When you enter the workforce during a recession, your lifetime earnings never fully recover. Dot-com crash. 2008 recession. COVID. We watched our parents do everything 'right' and still lose homes, jobs and retirement savings. We're not entitled, we're sceptical. Myth 3: We have unrealistic work-life balance expectations Older generations left the office and work stayed there. But we've never had that. We entered the workforce with email on our phones, Slack in our pockets and the quiet expectation to be 'always on'. We're not asking for less work. We're asking for boundaries. So there! Three myths debunked. And even if you still believe them (cognitive bias is stubborn like that), we're 36% of the workforce. So let's take a millennial pause and consider more effective ways to manage the largest generation in your organisation. 1. Stop micromanaging: We're not skiving, we just work differently. Set clear outcomes and deadlines. Check in on progress. 2. Give regular feedback: We grew up with progress bars, so we like knowing how we're tracking. Replace annual reviews with monthly conversations. 3. Pay transparently and fairly: We're not asking for the world, we're asking for fairness. Publish salary bands, conduct regular pay equity audits and be upfront about how decisions are made. 4. Offer flexibility that actually works. We want to deliver results, not clock hours. Core hours instead of rigid 9-5. Judge us on what we produce rather than when we produce it. 5. Connect work to impact. We'll work incredibly hard for purpose, not just profit. Share success stories, explain how individual roles contribute to company goals and make the bigger picture meaningful. And the best bit is, these aren't just millennial perks. They're solid management practices that benefit everyone. If we stop blaming generations and start building better workplaces, everyone wins. P.S. If this kinda thing tickles your pickle, I'll leave a link to HubSpot's guide on managing millennials in the comments.

Twice this past week, I found myself in conversations relating to Ageism in the workplace. Taking into account those conversations and some additional reading/thinking, I realized that it's crucial to reframe the narrative around experience and longevity. What do you think about these actionable strategies to combat age bias and showcase the value of seasoned professionals: 1. Reframe the Narrative (Personal Branding): - Emphasize Age = Advantage by showcasing expertise, resilience, and strong networks. - Highlight problem-solving and innovation in resumes and on LinkedIn to demonstrate ongoing learning and adaptability. 2. Create a “Portfolio Career”: - Position yourself as a multi-hyphenate professional to exhibit flexibility and diverse skill sets. 3. Stay Relevant: - Continuously upskill through micro-courses and share your learning journey online. - Engage in reverse mentoring to stay abreast of tech trends and leadership insights. - Establish online thought leadership through content creation like blogging or podcasting. 4. Build Intergenerational Bridges: - Mentor younger professionals to foster collaboration across age groups. - Advocate for programs like "returnships" to support experienced workers re-entering the workforce. 5. Explore Alternative Work Models: - Consider consulting or fractional work opportunities to leverage your expertise on a flexible basis. - Seek advisory board positions for strategic oversight roles, especially in startup and nonprofit sectors. - Venture into entrepreneurship to explore new opportunities and fulfill your professional ambitions. 6. Creative Recommendations for Job Seekers: - Craft a compelling "second-act" elevator pitch focusing on reigniting purpose. - Use storytelling techniques (like the STAR method) in interviews to showcase adaptability and curiosity. - Engage in high-impact volunteerism to broaden connections and credibility. - Explore cross-sector pivots into mission-driven fields like nonprofits, ESG roles, education, and healthcare. By implementing these strategies, can experienced professionals challenge age stereotypes, stay relevant, and explore diverse career pathways in today's evolving workplace landscape?

Ageism isn't exclusively a problem for older workers - it's a pervasive bias that affects professionals at every career stage, just in different ways. The manifestations of age discrimination evolve throughout your career, creating unique challenges that require stage-specific strategies. In early career, you're fighting perceptions of inexperience and lack of credibility. Mid-career brings assumptions about being overqualified or too expensive. Later career stages involve biases about adaptability and technological competence. What most professionals don't realize is that age bias operates in both directions simultaneously. Companies discriminate against youth when they want "seasoned judgment" and against experience when they want "fresh thinking" or cost efficiency. The most successful professionals understand that every age comes with both perceived disadvantages and inherent advantages. Rather than apologizing for their career stage, they strategically position their age-related strengths while proactively addressing common biases. The key insight is that ageism isn't about your actual age - it's about the assumptions people make based on your age. When you understand which assumptions you're fighting, you can craft messaging and positioning that directly counters those biases. Your career stage isn't a limitation to overcome - it's a strategic asset to leverage when you understand how to position it correctly. Sign up to my newsletter for more corporate insights and truths here: https://vist.ly/47xnp #ageism #careeradvice #careerstrategy #workplacediscrimination #executiverecruiter #eliterecruiter #jobmarket2025 #profoliosai #professionaldevelopment

Tuesday Talk with K.W.O. Leading with Love – Navigating Gen Z Dynamics at Work “Leadership is not about being in charge. It’s about taking care of those in your charge.” – Simon Sinek In this month of love, let’s talk about a different kind of relationship – the one between leaders and their Gen Z team members. As leaders, we are challenged to bridge generational gaps while maintaining productivity and mutual respect. Gen Z is known for their creativity, digital fluency, and demand for authenticity. But how do you connect with them without losing your authority as the boss? Here is what works for me: Lead with Empathy: Gen Z values mental health and work-life balance. A simple “How are you doing today?” goes a long way. Go generous with the hugs too! #KWOSaysSo Transparency is Key: They appreciate honesty and clarity. No hidden agendas – just straightforward communication. Feedback is Love: Constructive feedback, delivered respectfully, is welcomed. They see it as a tool for growth, not criticism. Flexibility Fuels Productivity: They thrive in environments that allow some autonomy. Trust them to manage their time, and they will deliver. Respect is Reciprocal: Mutual respect is non-negotiable. It’s about earning respect, not demanding it. I once had a Gen Z team member who candidly told me, “I appreciate direct feedback, but I need to understand the ‘why’ behind tasks.” It was a learning moment that changed how I delegate and communicate. Leading Gen Z may be challenging, but the rewards of harnessing their energy and creativity are unmatched. #fun #laughter #activity #EforEnergy Uchenna Iheanacho, ACI Sandra Odiete How are you connecting with Gen Z in your team this month of love? Let’s exchange notes. #Leadership #GenZAtWork #TuesdayTalks #TeamDynamics #WorkplaceCulture #LoveAndLeadership #LinkedInCommunity #RespectAndResults #LeadingGenZ

Tackling the Generational Divide in Talent Acquisition ! Hiring across generations presents both unique challenges and opportunities, especially as workplaces increasingly become more diverse in terms of age. Here are some key challenges that organisations might face when hiring across multiple generations: 1. Adoption to technology and digital awareness Tech-Savviness: Younger generations (Millennials and Gen Z) are generally more comfortable with digital tools and technology, while older generations may need more training or support in adapting to new technology or systems. Bridging the Gap: Ensuring that all generations are equipped with the necessary digital skills can be a challenge, but also an opportunity for intergenerational mentorship, where younger employees can help upskill older generations. 2. Contrasting Priorities and Performance Styles Generational Differences: Each generation may have different expectations in terms of work-life balance, job flexibility, communication style, and leadership preferences. For instance, Baby Boomers may prefer structured environments and face-to-face communication, while Millennials and Gen Z might expect flexibility, remote work options, and a more collaborative, tech-driven culture. Managing Expectations: Balancing these differing expectations can be difficult. For example, younger employees may prioritize career growth and work flexibility, while older employees might prioritize job security and benefits. 3. Communication Technique Preference for Communication: Different generations may have varying preferences for communication, from face-to-face meetings (favored by Baby Boomers) to emails, text messages, or Slack channels (preferred by Millennials and Gen Z). Managing communication across these preferences can lead to misunderstandings or inefficiencies. Tone and Formality: Older generations may prefer a more formal, hierarchical approach to communication, while younger generations often prefer a more casual, transparent style connect. 4. Social perspective and conventional beliefs Generational Bias: There can be inherent biases and stereotypes between generations. For instance, Millennials may be perceived as entitled or impatient, while Baby Boomers may be seen as resistant to change. These biases can affect recruitment decisions, team dynamics, and even leadership styles. Navigating Tensions: Companies need to actively work to reduce these biases by fostering a culture of respect, understanding, and inclusivity across all age groups 5. Talent Messaging Tailoring the Message: Crafting job descriptions, recruitment campaigns, and branding that appeals to all generations can be tricky. What resonates with a Gen Z candidate (e.g., flexible work schedules, purpose-driven roles) may not be as appealing to a Baby Boomer, who may prioritize stability, benefits, and long-term career growth. Platform Preferences: Different generations may use different channels for job searching.

🔍 LEADERSHIP CHECKLIST: 7 ways to successfully lead across 5 generations If you're managing a multigenerational team, this checklist will help you turn potential conflicts into competitive advantages: ☑️ FOUNDATION: Understand each generation's context □ Silent Generation: Shaped by post-war economic growth □ Baby Boomers: Influenced by social movements and economic prosperity □ Gen X: Developed self-reliance during economic uncertainty □ Millennials: Digital pioneers seeking purpose and work-life balance □ Gen Z: True digital natives valuing authenticity and flexibility ☑️ COMMUNICATION: Adapt your style □ Established preferences (email, meetings, direct conversations) □ Digital natives (messaging apps, video calls, collaborative platforms) □ Match urgency with appropriate channels ☑️ FEEDBACK: Customize frequency and delivery □ Baby Boomers often prefer scheduled, formal reviews □ Younger generations typically seek regular, immediate feedback □ All appreciate specificity and actionable guidance ☑️ MOTIVATION: Recognize different drivers □ Organizational loyalty vs. personal growth □ Stability vs. flexibility □ Individual recognition vs. collaborative achievement ☑️ MENTORSHIP: Create two-way learning □ Reverse mentoring programs (tech skills ↔ industry experience) □ Cross-generational project teams □ Shared problem-solving sessions ☑️ CONFLICT RESOLUTION: Bridge understanding gaps □ Focus on shared goals rather than different approaches □ Establish communication norms that respect all preferences □ Address biases and stereotypes openly ☑️ AUTHENTICITY: Lead by example □ Demonstrate willingness to learn from all generations □ Acknowledge your own generational biases □ Show genuine curiosity about different perspectives Which of these areas presents the biggest challenge in your leadership experience? ✍️ Your insights can make a difference! ♻️ Share this post if it speaks to you, and follow me for more.

As someone who’s worked on integenerational engagement for over a decade now, I’m well aware of how much we love a generational stereotype. Gen Z: Distracted but tech-savvy Millennials: Disorganised but creative Gen X: Bossy but efficient Boomers: Traditional but experienced While there are real differences between generations, research shows the success of age-diverse teams doesn’t hinge on those differences - it hinges on leadership. A six-year study of 8,000+ employees in 745 teams across industries found that age-diverse teams outperformed, or underperformed, based entirely on how they were led. When leaders valued age diversity and created space for collaboration across generations, teams delivered: 💡 More innovation 💡 Better decisions 💡 Stronger problem-solving But when leaders ignored these dynamics or left inclusion to chance, the opposite happened: ⚠️ More conflict ⚠️ Lower cohesion ⚠️ Wasted potential Stereotypes will always be there. Differences will always exist. What matters is whether leaders are intentional about turning those differences into strengths. In this week's #LoveMondays, I explore the different cognitive strengths each generation brings and what it takes to build multigenerational teams that actually work: https://lnkd.in/g9jS7yUe Image: The Adaptavist Group "Digital Etiquette: Mind the Generational Gap" study