Leaders understand that having teams that span multiple generations come up with better ideas, find solutions others don’t see, and innovate in ways others cannot. Organizations benefit from their experience and perspectives, yet managing a multigenerational workplace isn’t easy. Differences in values, working styles, and communication approaches often lead to tension and misunderstandings. To bridge these generational gaps, leaders must foster strong workplace relationships that keep all employees engaged and happy at work.

Five different generations now make up the American workforce, which means someone born in the 1940s could be working with someone born in the 2000s. And while cultural differences are unavoidable, there are numerous business benefits to a multigenerational workforce. The rich diversity of thought and creative problem-solving makes teams more effective. Strong mentoring relationships across generations improve professional development and growth. And that growth isn’t just a one-way street: seasoned professionals stand to learn just as much from their younger colleagues.

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Strong intergenerational relationships in the workplace also make a difference in the team’s overall well-being. When people feel like they belong in their work environment, they can be more productive and more creative. They’re more likely to communicate and collaborate with their direct reports, peers, and leaders.

An engaged and productive workforce is impossible without strong relationships. With employees encompassing wider and wider life experiences, it’s becoming more critical for leaders and managers to encourage colleagues across different generations to form solid working partnerships.

The Challenges of a Multigenerational Team

The challenge for organizations is clear. According to research from Deloitte, only 6% of people feel their leaders are equipped to navigate a multigenerational workforce. And it is a leadership imperative—strong relationships among generations don’t necessarily emerge on their own. Left to their own devices, most people will gravitate toward peers and colleagues who are similar to themselves, a common tendency known as affinity bias. Mismatched communication styles also prevent smooth collaboration between generations. Millennials might make use of Slack or texts, for example, while baby boomers may gravitate more toward phone calls or emails.

Unfortunately, ageism and unconscious biases are also prevalent in many work interactions. While they happen frequently, off-hand remarks about a person’s age (or perceived age) are rarely appropriate and could be interpreted as microaggressions. You might hear comments like, “You remind me of my parent (or child),” or “This was long before your time.” They may seem innocent, but these remarks actually put distance between people, rather than cultivating close working relationships.

Creating an environment for strong, multigenerational relationships requires leaders to focus on inclusive leadership practices and to learn how to navigate the challenges that come with managing a multigenerational team. Here are several strategies for building trust with employees and team members, across any age or generation.

Practical Strategies for Strong Intergenerational Relationships

Check in using preferred channels. Quick check-ins mean a lot to team members, and they’re more effective when you meet your colleagues where they are. Establish early on how each of your team members likes to communicate. Do your Gen Z or millennial colleagues appreciate a quick text? Do Gen X or baby boomer coworkers respond better to a phone call or email? Making the effort to reach out in their preferred mode only enhances the opportunity for faster, easier communication. This also demonstrates that you are being intentional in your efforts to engage your team.

Have better (and more frequent) conversations. Good communication is at the heart of good leadership. We’ve all been on the receiving end of a genuine, empathetic ear—no matter what generation you belong to. It builds trust and connection when you know someone is invested enough in the relationship to talk and listen with empathy. A long chat isn’t always necessary, either. Don’t underestimate the power of stopping in the hallway for a short conversation or five minutes of catching up in the break room. These daily “micro-investments” in employee engagement go a long way toward creating an inclusive and welcoming environment for all generations.

Find common ground. Take an interest in who your team members are as people. Are you both dog lovers? Do you share a hobby or professional interest? Maybe you want to talk about a restaurant you both like or dissect the last season of White Lotus. Being curious and setting aside assumptions or preconceived notions is a great way to learn something new about your colleagues and to find similarities.

Ask for their perspective or advice. Whether someone is older or younger than you, they can offer a new way of approaching an issue. If you know someone’s area of expertise, ask for their help—regardless of their age.

Offer support, but be mindful of how it is received. Mutual support is crucial in strong relationships, but too often it can seem like the help or advice only flows one way. Take time to ensure you’re giving as much as you are getting from the relationship, but be cautious about how you offer support. For example, asking if someone could use a hand is better than telling them, “Let me help you.” While it is meant to be helpful, it can imply that you don’t respect the other person’s capabilities.

Be generous with praise. People need to hear what they’re getting right, and it means a lot for a leader to acknowledge their team member’s successes. Make it a regular practice to show gratitude and appreciation for everyone’s contributions, whether they are personal or professional.

Strong multigenerational relationships help create cohesive, high-performing teams. Our team members have so much to contribute from their individual experiences and perspectives. Creating an environment where intergenerational connections can grow creates an opportunity for those contributions to make the biggest difference. And ultimately, that kind of environment is the foundation for a happier, more engaged, and productive workforce.

Companies that get employee engagement right outperform their competitors across the board. Yet too many executives struggle to build workplaces where people feel valued, trusted, and empowered to deliver their best. For deeper insights on building engagement through purpose and connection, look for my new book, The Employee Engagement Handbook: A Leader’s Guide to People, Purpose, and Performance.

About the Author

Donald Thompson is an award-winning CEO and multi-exit entrepreneur, honored as EY Entrepreneur of the Year, named to Forbes Next 1000, and a 3x Inc. 5000 Chief Executive. His expertise, credibility and results-driven approach have made him a sought-after speaker on innovation, culture and growth. Thompson is also the author of Underestimated: A CEO’s Unlikely Path to Success and The Inclusive Leadership Handbook: Balancing People and Performance for Sustainable Growth. He hosts the globally recognized podcast “High Octane Leadership” and has published widely on leadership and the executive mindset. Stay up to date with Thompson’s latest news, events and podcast by following him on LinkedIn and Substack. Interested in executive coaching, speaking engagements or leadership development? Get in touch at info@donaldthompson.com.