Managing Generational Tensions

The Deadline Was 6:00 PM. The Culture Broke down at 5:00 PM The leader sent an email at 5:00 PM. Deadline? 6:00 PM. One stayed back. One packed up and left. No drama. Just a decision. Not entitlement. Not rebellion. Just one person who’d drawn a line, And another who wasn’t sure they were allowed to. Often called a generational gap. But this isn’t about age. It’s about conditioning — what professionals have been taught to tolerate. For years, the unwritten rules were: ⇢ Staying late signals leadership ⇢ Absorbing chaos equals commitment ⇢ Boundaries are a sign of disloyalty And yet, there's surprise when people start walking away. Here’s the uncomfortable truth: Gen Z didn’t break the system. They’re simply the first to say: "This doesn’t work." Not disengaged. Just done pretending. Done with chaos dressed up as urgency. Done with stress passed down instead of clarity passed across. Done with cultures that frame burnout as dedication. They still care — just not at the cost of themselves. This isn’t a generation problem. It’s a communication problem. Not just a lack of listening — But a lack of context. The story, the ‘why’, the direction. And above all — what it means for them. Disengagement doesn’t start with apathy. It starts with exclusion. When people are asked to execute, But never invited to understand. Context isn’t a luxury. It’s a leadership responsibility. And the ones holding it together? The brittle middle. Burnt out. Still absorbing the pressure. Still hoping someone will finally say: "This isn’t sustainable." When meetings go quiet. When tension fills the air. When high performers exit without notice — That’s not a retention issue. That’s a culture system flashing red. By 2030, Gen Z will shape nearly half the workforce. The ones who thrive won’t be the ones who push harder. They’ll be the ones who redesign work to make sense again. This isn’t theory — I’m working with teams living this reality. If you're navigating this tension, I’d be glad to share what's helping shift it on the ground. Let’s build something people don’t have to recover from. #careershifts #orgculture #leadership #genz #futureofwork #culturereset #boundariesandburnout

Here's the story of how a new shelving unit reminded me of an important lesson in managing multigenerational employees. A few weeks ago, I ordered the unit, shelf liners, a variety of storage boxes and, of course, aesthetic pre-printed labels (#Virgo). When everything arrived, I immediately opened up a text message to ask my favorite handyman to put together the unit. But then I paused. Maybe I could build this thing myself. So, I unpacked all the (many) pieces, spread out the instructions, got a fresh iced coffee and got to work. Did I make (many) mistakes and basically build the entire thing upside down at first? I did. Did I get it right eventually? I did. Is it perfectly assembled? Nope. Is it good enough? Yep. And every time I open the closet to get something from the shelf, I feel a little surge of pride and power because I built that shelf myself. What does any of this have to do with thriving in the multigenerational workplace? It’s called the IKEA Effect. Identified by Professors Michael Norton, Daniel Mochon, and Dan Ariely, the IKEA Effect is a cognitive bias by which people place a higher value on creations they were involved in making, even if they're objectively similar to pre-made items. We feel a greater sense of ownership and attachment to something we have personally contributed to. To apply the IKEA Effect as a leader in the multigenerational workplace, consider inviting employees to contribute to their own management. Let’s say you have an employee who behaves in a way you find challenging or makes choices you disagree with. For example, they continue to make careless mistakes in draft documents after you’ve asked them to always proofread carefully. You perceive that they lack attention to detail and work ethic; perhaps they don’t understand why a document needs to be perfect until the very end of an assignment. Maybe there’s a generational disconnect in this conflict, maybe not. Either way, the lesson of the IKEA Effect can be helpful. You could say something like this to the employee: “Can we chat about something? As you know, I get frustrated when there are typos in documents at any stage of the process. I feel like we’ve talked about this a few times but there are still a lot of errors. I know we both want to work well together. Do you have any suggestions for how we can find a solution?” In my experience, employees – particularly those with different generational perspectives – often come up with solutions that didn’t even occur to me. It’s a variation on the saying often attributed to Albert Einstein: "We cannot solve our problems with the same thinking we used when we created them.” Will this strategy solve every multigenerational challenge? Probably not. But if it solves even a few, it’s worth the effort. Plus, asking employees to contribute solutions is another way to build trust and community in the workplace. Have you experienced the IKEA Effect? Please share!

“𝐌𝐲 𝐆𝐞𝐧 𝐙 𝐞𝐦𝐩𝐥𝐨𝐲𝐞𝐞𝐬 𝐚𝐥𝐰𝐚𝐲𝐬 𝐚𝐩𝐩𝐞𝐚𝐫 𝐨𝐯𝐞𝐫𝐰𝐡𝐞𝐥𝐦𝐞𝐝, 𝐚𝐧𝐝 𝐭𝐡𝐞𝐲 𝐬𝐞𝐞𝐦 𝐫𝐞𝐬𝐢𝐬𝐭𝐚𝐧𝐭 𝐭𝐨 𝐭𝐚𝐤𝐢𝐧𝐠 𝐨𝐧 𝐦𝐨𝐫𝐞 𝐰𝐨𝐫𝐤, 𝐞𝐯𝐞𝐧 𝐬𝐦𝐚𝐥𝐥 𝐭𝐚𝐬𝐤𝐬.” One of our clients shared this observation with me recently while we were chatting about generational dynamics at work. He wasn’t frustrated with his Gen Z co-workers — but he was curious: Are they overwhelmed, overworked, setting boundaries or not motivated? Fair question. Let’s talk about it. The reality is, Gen Z (born ~1997–2012) are often overwhelmed — not because they can’t handle work and performance expectations, but because they’re living in a uniquely different world than the generations before them.  They’re digitally connected almost every waking moment, started careers during a pandemic and are now navigating geopolitical and economic instability, mental health stress (and distress), climate anxiety and the highest cost of living Canada has seen in decades.  Oh, and then there’s high youth unemployment, the uphill battle to getting their proverbial ‘foot in the door’ and the uncertainty around whether all their education will lead to upward mobility. It’s a lot to take and it’s having an impact on this generation in a measurable way:  ▪️ 78% of Gen Z Canadians feel “at capacity” or emotionally drained by their daily lives (Abacus Data, 2024)  ▪️ 74% of Gen Z Canadians report anxiety and 44% report depression (Leger, 2024) So, when your Gen Z employees seem resistant to you adding a new task, maybe it’s less about their work ethic and more of a signal for you to approach the request differently: ▪️ Explain the why – Don’t assume they see the big picture. Connect the task to something meaningful: a team goal, a company mission or a broader purpose.    ▪️ Ask for their input – Before adding work, ask what other task could shift or wait. You’ll likely get creative, efficient answers.  ▪️ Let them help shape the plan – Gen Z wants collaboration, not top-down direction. They’ll own the work more fully if you give them the opportunity to help decide how it gets done.  ▪️ Show how it builds their skills – Help them see how this new task or project will support their skills and career growth, not just your company deliverables.  ▪️ State it: why them? – If you believe they’re the best person for the job, tell them. If you appreciate their insights, tell them. If there’s an incentive to go above and beyond, tell them. Bottom line: Gen Z isn’t disengaged. They’re navigating a high-pressure world and looking for purpose, empathy, contribution and growth.  What do you think? Is Gen Z overwhelmed, overworked, setting boundaries or simply not motivated by what drove the generations before them?  For more insights, see our blog: https://lnkd.in/gtgkB4yS #LeadershipDevelopment #GenZAtWork #EmployeeEngagement #FutureOfWork #GenZLeadership #MentalHealthAwareness 

I used to think managing a multi-generational team was all about adapting my leadership style. But I was leading in ways that weren’t bringing out the best in everyone. Here are 6 common mistakes leaders make when managing teams across generations (and how to fix them): 1. Assuming they’ll just adapt ↳ Each generation has unique values and work styles. Don’t assume they’ll automatically adjust to yours. 2. Using authority without dialogue ↳ Leadership is about collaboration, not control. Open communication is key to getting the best results. 3. Sticking to one communication style ↳ Generations communicate differently. Be flexible and meet people where they are. 4. Thinking it’s all about age ↳ It’s not just about the generation — it’s about understanding the context, needs, and working style of each person. 5. Failing to give tailored feedback ↳ Provide feedback in a way that resonates with each generation. Make it actionable and relevant. 6. Neglecting the need for flexibility ↳ A one-size-fits-all approach doesn’t work. Be adaptable, not just to the role, but to the individual. I learned these lessons the hard way. And I'm still learning. But everything changed when I realized that leadership isn’t about being the loudest voice in the room. It’s about building bridges between different working styles. Which mistake have you made as a leader? 👇 Share your thoughts. ♻️ Repost to help someone improve their leadership skills. 🔔 Follow Natan Mohart for more practical leadership insights.

Supporting Gen Z in the world of work is no easy feat... ...especially when employers miss the mark in their talent acquisition practices and supervisors are underprepared to support the youngest generation in the world of work 💼 It is no easy feat to support an intergenerational workforce. As someone committed to workplace success, I've noticed three critical areas where organizations must invest to effectively integrate Gen Z talent into the intergenerational workplace ⬇️ ➡️ Transparency in job descriptions Gen Z professionals prefer clarity about what a role they're interested in will truly entail, including growth pathways and compensation structures. This transparency builds immediate trust and sets the foundation for long-term engagement. ➡️ Comprehensive onboarding structures Many organizations still treat onboarding as a checkbox exercise rather than a crucial developmental period (I've been there, and it was rough). Gen Z thrives when given proper context, clear expectations, and direct access to resources to help them thrive. A well-structured onboarding program helps curb future misunderstandings and demonstrates your commitment to intergenerational success. ➡️ Intentional feedback frameworks The absence of consistent feedback leaves young professionals vulnerable to imposter syndrome and uncertainty. By implementing regular coaching-oriented conversations, supervisors can help new talent build confidence while ensuring alignment with team needs. What strategies has your organization implemented to better bridge generational divides? Have you seen success with any particular approach to supporting Gen Z? 🤔