Leading Across Generations

In today’s multigenerational workplace, leaders face a powerful but often underestimated challenge: communication. For the first time in modern history, five generations—Baby Baby Boomers (1946-1964), Generation X (1965-1980), Millennials (1981-1996), Generation Z (1997-2012), and even early members of Generation Alpha (2013–) are working together under one roof. Each group brings unique values, habits, and perspectives shaped by different cultural moments and technologies.

When talking to my Gen Z kids, I am always learning new things: a period in a text is considered aggressive, often my emails might go unread for a few days because I could have texted them, and when I pick up the phone to make a call, I am viewed as courageous and carefree.

While diversity in age and experience can fuel innovation, it can also create tension when communication styles differ. A quick Slack message may feel efficient to one employee but dismissive to another; A formal email may feel thoughtful and respectful to one person, yet unnecessarily stiff to another. For leaders, understanding and navigating these differences is essential to building trust, fostering collaboration, and creating high-performing teams.

Communicating with LITER in Mind

Love—expressed as empathy, care, and genuine concern for others—plays a critical role in multigenerational communication. When a leader takes time to understand how each generation prefers to communicate, they show love through attentive leadership. For example, asking a Gen Z employee how they prefer to receive feedback or checking in with a Baby Boomer after a difficult organizational change demonstrates that people matter more than processes.

Baby Boomers grew up during a period of postwar optimism, face-to-face business dealings, and limited technology. Communication was typically formal, direct, and relationship-driven. Showing respect for Relationships is especially impactful for Baby Boomers—acknowledging their experience, giving appropriate space for their input, and honoring their preferred communication methods builds rapport.

Generation X serves as the bridge between the analog and digital eras. With Gen X, demonstrating Integrity is essential—consistency between what leaders say and what they do matters deeply. Recently, I saw a t-shirt that said, “Gen X, Raised on Hose Water and Neglect.” With Gen Xers, give them the information they need, then trust them to execute. They do not thrive with micromanagement and appreciate the independence given to them to complete the task.

Millennials entered the workforce amid rapid globalization and technological transformation. They were the first generation to fully embrace the internet, smartphones, and social media. For them, communication is collaborative, transparent, and continuous. They value quick feedback, open dialogue, and a sense of shared purpose.

Millennials are motivated by connection and contribution. They want to understand not just what they’re doing, but why it matters. Inviting Millennials into the planning process is an act of uncovering their Truth—demonstrating that their insights are valued and that leadership believes in their capability.

Gen Z is the first truly digital-native generation. They’ve grown up surrounded by social media, instant messaging, and streaming content. As a result, their communication style is visual, fast-paced, and authentic. I’ve seen my kids find their friends' location, plan a get-together, and head out the door after typing on their phones for five minutes!

Leaders should embrace Gen Z’s comfort with technology while providing structure and mentorship. Encouraging real-time feedback through polls or chat features demonstrates a commitment to Excellence— with frequent feedback to support their comfort with digital communication. Mentorship can provide  tools for them to assess their work  to elevate understanding and engagement.

While Generation Alpha is still young, they are growing up with AI and immersive technologies. For leaders, this means preparing now for a future where collaboration tools are even more visual and experiential—and where digital fluency will be an expectation, not just an asset.

When leaders overlook generational communication differences, even small misunderstandings can escalate into disengagement or conflict. Over time, these gaps can erode and collaboration. Conversely, when leaders communicate with awareness and adaptability, they foster psychological safety—a sense that everyone’s voice is valued, regardless of age or style. That safety, grounded in Love and Relationship, translates into stronger performance, creativity, and loyalty. This inclusive approach ensures that every generation feels comfortable and informed, reinforcing Excellence in communication practices.

The best leaders don’t assume—they ask. Be curious about why team members communicate the way they do. Instead of assuming a team member's preferred communication is an in-person chat or a quick text, ask what works best for them. Empathy in communication builds loyalty and trust across generations. Make communication skills part of ongoing leadership and team development. Offer training on digital etiquette, emotional intelligence, and cross-generational collaboration. When teams understand the why behind differences, they become more adaptable and less judgmental.

Communication, in essence, is the art of leadership itself. When leaders listen deeply, adapt skillfully, and bridge generational divides, they don’t just improve productivity—they shape cultures of belonging and shared purpose.

Great leaders recognize that diversity in communication is not a barrier—it’s a strength. The task isn’t to make everyone speak the same language, but to create an environment where every voice can be heard, understood, and appreciated—a workplace grounded in Love, Integrity, Truth, Excellence, and Relationship.

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Mary joined SLG as a fellow in 2024 and SLG Certified Mentor and the Director of Business Planning and Operations in 2025.

Mary Henry is a seasoned nonprofit leader with a career spanning 18 years in the nonprofit sector. Mary’s journey into the nonprofit world began when she established her own 501(c)(3) nonprofit dedicated to supporting caregivers by offering experiences and creating a community for children who have not yet reached school age, with a charitable arm that supports local child welfare groups, providing resources and advocating for those in need. This was the beginning of Mary's lifelong commitment to social service and community engagement. 

Mary holds a degree in Human Services Administration from Notre Dame of Maryland University. Her work with St. Martin’s Episcopal School, the Archdiocese of Baltimore, the Severna Park Community Center and a community behavioral health organization includes raising funds, strategic planning, grant writing, Board training and relationship building.

Outside of her professional endeavors, Mary is married to Mark, and together they have two grown children, TJ and Kate. In her spare time, Mary enjoys spending time with her two dogs, boating, traveling to the beach, and staying active as a field hockey umpire.

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