Walking on eggshells
The four generations working together in the workforce represent a rich pool of talent, experience, and unique perspectives. However, leaders may find themselves challenged to leverage those rich resources in developing their teams.
Truist Leadership Institute conducted qualitative interviews with 47 Truist teammates. Our work focused on identifying shared work values, understanding the tensions that create friction among intergenerational team members, and recommending interventions to minimize that friction. The good news is that we found a great deal of common ground. We identified five shared work values that create a strong foundation for intergenerational collaboration. But we also found that individuals can feel vulnerable when working with team members who differ in age:
I started in banking at 22 (I’m now 27). I felt like impostor syndrome all the time. How do I sit back down with a 50-year-old and give THEM advice? I worked on this, the way I dress, my conduct as a professional. Encourage younger people to do the same. I hired a bunch of new people—they asked, do I have to wear a suit like you do? I said I encourage you to do so—the difference in a suit, you get called SIR vs. the difference when wearing a polo and jeans, ‘here you go man.’ – Gen Z
Innovation is huge, we are coming up with new ways of doing things that older generations haven’t thought of. They are set in their ways and want to keep doing it that way. Younger generations are interested in taking shortcuts to get things done, innovative, older generations might say, you didn’t do the work, when in fact they got to the same result, and it frees up time for other things. – Millennial
Points of reference, it’s harder to relate to someone who doesn’t have the same shared experiences and cultural knowledge, the cultural references. The bigger the age gap, the more difficult it is for people to understand, the sense of humor is different. People may go in with assumptions like ‘this person is not at my level’ or the other person feels inferior to them—a younger boss than the employee—both sides may struggle with that. They say, ‘I don’t know what they’re talking about.’ – Gen X
Younger generations are quick to come to solutions without thinking things through. They are quick to solve a problem and want to present a solution that works for all. I’m always that one person that takes it back a bit—I need to understand the inner workings, sometimes the solution is not correct because they do not understand the full story. They just want to solve it and move on. Or they forget about the change management that is needed. – Baby Boomer
Many individuals feel like they are walking on eggshells as they try to navigate these vulnerabilities, beliefs, and expectations. What are the sources of these tensions? In our interviews we identified seven “friction triggers” that occur when behaviors don’t match expectations of how a shared value should “show up.” In other words, perceptions of others’ behaviors don’t match our beliefs and attitudes about what is acceptable or good.
Seven friction triggers that disrupt intergenerational collaboration
Our research identified seven key friction triggers that can disrupt intergenerational collaboration. Members of every generation identified these friction triggers. The most frequent source of friction? Attitudes and beliefs about what constitutes “professional work styles,” followed by differences in what it meant to maintain work-life balance.
The friction triggers tend to represent age-related biases, differing motivations and goals, and work experiences, summarized below:
- Professional work styles: Appropriate behavior in shared workspaces with an emphasis on a) smartphone etiquette; and b) language.
- Work-life balance: Understanding of the meaning of flexibility, importance of mental health, and completing work and team obligations.
- Accountability and commitment: Importance of following rules, meaning of “quality deliverables,” and impact to teams.
- Career and growth motivation: The speed at which careers can advance, expectations for using and learning new technology, and upskilling.
- Respect for new ideas and experience: Differences in orientation and goals to drive new innovations vs. seeing potential issues from previous experience.
- Building trust: Differences in perspectives on a) honesty and transparency; b) showing vulnerability and authenticity; and c) the importance of relationships and how to build them.
- Technology gaps: Differences in experiences over time, technologies, job expectations for innovating, and gaps in learning
Best practices to minimize friction
How can we mitigate these friction triggers in intergenerational teams? In our research, we review five best practices that leaders can use to minimize friction, including establishing norms, fostering inclusion, telling stories, providing hands-on experiences, and leading with intention. To learn more about shared work values, friction triggers, and best practices for intergenerational teams, download our full Purple Paper.
“Coming together is a beginning, staying together is progress, and working together is success.” –Henry Ford