Key Takeaways:
- Today’s workforce may include up to five generations – a first in modern workplace history.
- Generational differences can lead to tension, but they also bring powerful benefits such as broader thinking, stronger mentoring, and greater innovation.
- The best leaders stay curious. They ask, listen and adapt, rather than assuming what each generation needs based on stereotypes.
- Small shifts in how you communicate, give feedback, and role model inclusive behaviors can make a big difference.
- Multigenerational leadership isn’t a trend. It’s the new normal, and getting it right helps everyone to thrive.
A Workforce Like No Other
Today’s workplace can bring together people with up to 60 years’ experience between them – from early-career Gen Z hires to seasoned professionals still active well into their 70s.
Multiple generations have always worked side by side. What’s new is the unprecedented age span and the complexity that comes with it.
Thanks to rising life expectancy, changing re tirement goals, and the cost of living, more people are working later in life. By 2033, more than 30 percent of Americans aged 65 to 74 are expected to still be working – a higher proportion than ever before in that age group. [1]
At the same time, younger generations born into the digital age are beginning their careers with very different expectations around communication, feedback and flexibility.
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This creates both opportunity and challenge for senior leaders: how do you bring together such a wide mix of life experience, working styles, and worldviews?
It calls for a nuanced and inclusive leadership approach that acknowledges differences without lazy stereotyping, and recognizes each generation’s strengths to bring about business success.
This article explores how today’s leader can confidently navigate the age-diverse workplace, and what they gain by doing so.
Meet the Generations (Without the Stereotypes)
Five generations may now be present across your organization – a first in modern workplace history. The drop-down menu below outlines their typical age ranges in 2025 and some research-based themes. But use this as context, not classification.
- Born: 1928 - 1945
- Age in 2025: 80s to 90s
- Typical Presence in the Workforce: Rare – board roles, founders, senior advisers.
- Common themes: Stability, legacy, respect for tradition.
- Born: 1946 - 1964
- Age in 2025: 61 - 79
- Typical Presence in the Workforce: Still active in senior roles or flexible arrangements.
- Common themes: Loyalty, work ethic, experience.
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- Born: 1965 - 1980
- Age in 2025: 45 - 60
- Typical Presence in the Workforce: Senior leadership, experienced managers.
- Common themes: Independence, pragmatism, adaptability.
- Born: 1980 - 1996
- Age in 2025: 29 - 44
- Typical Presence in the Workforce: Mid-career professionals, emerging leaders.
- Common themes: Collaboration, purpose-driven, feedback-focused.
- Born: 1997 - 2012
- Age in 2025: 13 - 28
- Typical Presence in the Workforce: Early-career, internships, graduate hires.
- Common themes: Digital natives, inclusivity, rapid learners.
Note:
It’s important to remember the following:
- These are not boxes to put people in; people are more than their decade of birth.
- “Typical presence in the workplace” refers to broad patterns. A 65-year-old may be in a junior or mid-management role, just as a 35-year-old can be CEO.
- “Common themes often seen” reflect social research into what may broadly characterize generations, not personal traits. [2]
- As well as differences, there are many shared values. For example, Gen Z employees value fair pay and flexibility – priorities shared with many older colleagues. [3]
- Generational identity intersects with gender, ethnicity, sexuality, disability, and socio-economic factors. Two people born in the same year may have radically different workplace experiences.
The Benefits of a Multigenerational Workforce
Age diversity is good news for business. In fact, 83 percent of global executives agree that multigenerational teams are key to success, and offer advantages such as: [4]
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Broader perspectives: different generations bring different lenses, helping to reduce blind spots in decision making.
More innovation: a mix of digital natives and experienced problem solvers leads to more creative ideas.
Better customer insight: teams that reflect the age diversity of their customers are better positioned to meet their needs.
Stronger mentoring cultures: multigenerational workplaces support both formal and reverse mentoring, where learning flows in both directions.
Improved retention: multiple studies show that organizations prioritizing diversity and inclusion – including age diversity – are more likely to attract and retain talent.
6 Key Challenges for Senior Leaders
1. Communication preferences
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While Boomers may prefer face-to-face, Gen Z often gravitates to instant messaging and informal check-ins. Misaligned styles can create frustration or misinterpretation, especially in hybrid settings.
2. Feedback expectations
Younger generations tend to expect regular, informal feedback. Older generations may be more comfortable with structured, scheduled annual reviews. Without clarity, both groups can feel neglected.
3. Attitudes to hierarchy and authority
Gen Z and Millennials often prefer flat structures and transparency. Boomers and Gen X may favor hierarchy and formal recognition. The clash can show up in how decisions are communicated and received.
4. Different motivations
Some employees want purpose and fast progression. Others want stability and impact. Leaders must be able to tune into what matters to each person and communicate in ways that land.
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5. Technology confidence gaps
Digital adoption varies across ages, but so do assumptions. Some older professionals are tech leaders. Some younger employees feel overwhelmed by the steady stream of new tools and the pressure to always be online. It’s less about age, more about how tech is used and supported at work.
6. Age-related bias
Ageism cuts both ways. Gen Z can be dismissed as entitled or unprofessional, while Boomers may be labeled out-of-touch or “waiting for retirement.” These lazy narratives erode trust and limit potential.
How Leaders Can Meet These Challenges
The good news is that you don’t have to master generational theory. It's about making practical, people-centered shifts in your leadership. Here are seven small but powerful changes you can make:
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Shift behavior from this:
To this:
Speaking to whoever speaks first.
Proactively inviting quieter or less-heard voices into the discussion.
Defaulting to your usual communication style.
Asking, “What’s the best way for me to share updates with you?”
Assuming one-size-fits-all feedback.
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Finding out how each person prefers to receive feedback and recognition.
Thinking of mentoring as top-down.
Encouraging two-way learning between junior and senior team members.
Defining flexibility only as remote work.
Exploring what flexibility means to each individual.
Focusing on generational differences.
Tuning into shared values like purpose, pride and connection.
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Making assumptions based on age.
Seeing each person through the lens of their role, talents and goals.
These aren’t big overhauls, but they send a clear signal: everyone has something to offer, and everyone matters.
Let's Act
Now that you’ve explored the opportunities and challenges of leading across age groups, find time to reflect on where to focus your attention. These questions can help:
- How well do I understand the age mix across my team or organization – not just on paper, but in how people are actually experiencing work?
- Where might assumptions or unspoken biases be shaping how I lead, delegate, or recognize people?
- Do I understand everyone’s strengths — and make it clear how they contribute to our shared success?
- How can I emphasize what unites and motivates my team – the shared values that cut across age and background?
Frequently Asked Questions
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Why is multigenerational leadership more important now than ever before?
People are working longer, and five generations may now share the same workplace. That creates new complexity, and new opportunity, for senior leaders.
What are the main benefits of an age-diverse team?
Age-diverse teams bring broader perspectives, stronger innovation, deeper mentoring cultures, and stronger alignment with multigenerational customer bases.
What’s the biggest risk if I don’t adapt my leadership approach?
Without inclusive leadership, generational differences can lead to misunderstandings, lower engagement, and higher turnover.
How can I better support all generations in my team?
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Start by asking rather than assuming. Find out how people like to communicate, receive feedback, and work best. Then adapt where you can.
What does great multigenerational leadership look like in practice?
It’s not about age-based strategies. It’s about leading with clarity, curiosity and care, creating a culture where everyone feels seen, heard and valued.
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