Multigenerational teams

HOW TO MANAGE A MULTIGE NERATIONAL TEAM

Project manager David Dulston (a millennial) gives his dos and don’ts for getting the best from every generation

Managing cross-generational teams can be challenging, but how you approach generational di erences really does matter when it comes to improving project delivery. With potentially four di erent generations to lead, it can be hard to adapt to meet di ering requirements. It’s also important to understand the previous ‘silent’ generation, who would have managed the ‘baby boomers’ and ‘Generation X’. Ultimately, we know that everyone is di erent and this isn’t about putting people into a box, but as long as you consider generational di erences and how people’s behaviour can be influenced, your projects will be in the hands of leaders who are prepared to lead, adapt and manage teams more e ectively. Hopefully this will result in higher morale, which will pave the way for improved (and easier) project delivery.

Here are my observations of the di erent generations and the tips I’ve gleaned on how best to manage them.

GENERATION Z, AGE 6–24

KEY DRIVERS

Gen Z grew up with access to technology that other generations never believed would even exist, so they like to be at the forefront of technology. Gen Z also support diversity (ie they don’t like being treated like a number). Having grown up with instant access to information, they like feedback quickly. Gen Z will work hard if they feel trusted, and they value independence. Gen Z also look at life in a global sense – they will be happy to relocate and do not see borders as an issue.

WHAT THEY DO AND DON’T LIKE

Gen Z are the youngest in the workplace, so it can be di cult for more experienced generations to delegate to them without being interpreted as patronising. Too much support will not give Gen Z the challenge they crave. I’ve found that, when they get stuck, they will come to you for help, but to get the best results, challenge them to find a solution themselves. They will earn a sense of achievement, which is key to their happiness.

KEY POINTS TO REMEMBER

O They are independent and enjoy having responsibility. O Do not micromanage them. O Keep them challenged, and ensure continual growth through training courses, etc. O Reward them and provide feedback. O They may perform better if managed by a millennial.

MILLENNIALS, AGE 25–40

KEY DRIVERS

Millennials grew up with technology but, unlike Gen Z, they didn’t get the full benefit of technological advancements until they reached working age. Millennials appreciate being heard and supported by strong and compassionate leaders, and if they don’t feel supported, they will quickly lose interest in their work. To turn a situation like this around (or prevent it from happening), team members who are not getting support from their line manager will require substitute support. As a project manager, I arrange regular meetings with key millennials to just talk and ask how they feel, as emotional intelligence is high within this generation. Building a more personal relationship is key.

WHAT THEY DO AND DON’T LIKE

Millennials love achievement and immediate feedback. A simple ‘good job’ helps build a relationship. Millennials have a di erent view of working hours and enjoy having flexibility. I provide flexibility by setting a clear deadline for a task, then allow them to decide how they will achieve the overall aim. Millennials prefer to work ‘their way’ and are results driven. They will also trust you more if you open up to them, so provide honest feedback – good or bad – and they will respect you more.

KEY POINTS TO REMEMBER

O Keep them challenged. O Create personal relationships – build trust with informal catch-ups and make the e ort. O Quick feedback is vital. O Always explain why and how it fits with the wider strategy – they like to know that what they do is making a di erence. O Show you appreciate them. O Ensure that they have a good work/life balance – I do this by arranging team meals/lunches, etc. O Some can show competitive tendencies, so keep watch to make sure this isn’t disruptive.

MANAGE A MULTIGE NERATIONAL TEAM

(a millennial) gives his dos and don’ts for getting the best from every generation

GENERATION X, AGES 41–56

KEY DRIVERS

This generation like to challenge the status quo. I find that people from this generation whom I have managed usually have a large amount of experience, which can curb their ability to accept di erent ways of working. Gen X have worked closely with baby boomers, so traits of that generation can sometimes appear (ie ‘you do as you are told by management’). Being a millennial can create obvious challenges in leading Gen Xers. My advice is to first create a safe environment for them to provide feedback, and second, ask for their opinion early on. Gen X will relish supporting younger generations and pass on their experience, but sometimes this can cause friction (if the individual is not very emotionally aware). I find that a straight and honest approach to feedback helps Gen Xers work better.

WHAT THEY DO AND DON’T LIKE

Gen X hate micromanagement. Also, to them, age equals experience, so if they are being managed by a younger person, they may not respond well. KEY POINTS TO REMEMBER

O They will ask questions and be sceptical of decisions being made. Show that you appreciate their view. O Create a relationship and a safe space to develop trust. O Do not try using positional power unless absolutely necessary. O Gen Xers do not like change that will a ect their personal interests; if this does happen, sit down and talk it through. O They are driven by personal and professional development and you can use this – eg ‘it will help your promotion if you complete this project’ (but don’t promise things that are out of your control). O Gen Xers were managed by baby boomers and inherited the ‘just do it, and no questions’ approach. This may make things easier or harder (they may see that they have more positional power than you).

BABY BOOMERS, AGE 57–75

Baby boomers didn’t grow up with the technology that is used today; however, this doesn’t stop them from trying. This generation likes to be appreciated. I find I get the best results when I ask them to mentor or guide younger generations (just be careful they don’t use the techniques that were used on them by the ‘silent’ generation – ie ‘you will do as you are told’). Baby boomers are loyal and won’t move to another organisation as easily as a millennial would.

If you have baby boomers in your project, ensure you reduce any public embarrassment by giving criticism behind closed doors. Face-to-face feedback will get a better result – traditional approaches are preferred, so it can become a nuisance for you if you try ‘new ways of working’ within your project environment.

Like the baby boomers, the silent generation (age 76+) are hard-working and dedicated. The majority are now retired, but when the silent generation were working, things like equal rights were not hot topics and you were considered lucky to have a job – this mentality can sometimes been seen in baby boomers. In this instance, patience and reasoning may help.

ADVICE ON RUNNING A MULTIGENERATIONAL MEETING

O Don’t isolate certain generations by using words like ‘younger’ or ‘old’. O Depending on what you are trying to achieve, try to discuss the topic with your peers prior to the meeting to avoid any surprises. O Be clear and concise. O If you want engagement, keep it structured and on topic. When discussion veers away from the key points, phrases like ‘let’s take that o ine’ can help. O Be careful not to belittle people in front of peers; this can damage relationships and trust. O Try to predetermine di cult questions and prepare suitable answers (I ask my peers to review for me for feedback).