Bridging the Divide: Gen Z vs. Millennials in the Modern Workplace

It is crucial for all generations to strive for better understanding and communication.

Generational differences have always existed, but the emerging divide between Gen Z and Millennials is becoming increasingly apparent, particularly as more members of Gen Z enter the workforce. Understanding these differences and fostering effective communication across generations is essential to creating a truly harmonious and productive work environment.

Who Makes Up Gen Z and Millennials?

To begin, it's important to define who belongs to these generational cohorts. Millennials, also known as Generation Y, are typically defined as those born between 1980 and 1995. This generation came of age during the emergence of the internet and witnessed significant technological advancements and economic changes, including the 2008 financial crisis.

Gen Z consists of individuals born from 1996 - 2010. This generation is marked by their digital nativeness, having grown up with smartphones, social media, and instant access to information. Their world has been shaped by the rapid pace of technological innovation and a highly connected global culture.

Workplace Dynamics

As more Gen Z individuals enter the workforce, there are noticeable shifts in workplace dynamics, but it might surprise you. In our recent research, we have found that there is more of a divide between Gen Z and Millennials than one might expect. With a growing number of Gen Z arriving to the workplace, Millennials share that they are finding more differences than similarities to the new kids on the block. Let’s not forget who the new kids on the block were not too long ago!

This difference is not as much about these two generations that make up all workers between the ages of around 21-39 in the workplace today – it’s about what motivates and drives them. Some Millennials would also say it’s the lingo that stumps them and makes them feel out of touch (though that often gets some funny laughs on TikTok or Instagram)!

This divergence in values can lead to differing expectations and communication styles in the workplace, which is why it’s critical to understand generational differences and similarities in our workforce. Let’s dive into this concept a bit more.

We’ve Seen This Before

Interestingly, the current generational divide mirrors patterns observed in the past, particularly between Baby Boomers and Gen X. Baby Boomers, born between 1946 and 1964, were characterized by their dedication to their jobs and a traditional approach to career progression. Gen X, born between 1965 and 1980, sought a better work-life balance and valued independence and informality at work.

The friction between these two generations was notable, with Boomers often viewing Gen X as slackers, while Gen X saw Boomers as workaholics. Over time, understanding and adaptation helped bridge these gaps, leading to a more cohesive work environment – but as most of you well know, this is not always the case. The same can be expected for Millennials and Gen Z, but it requires effort from all parties involved.

Better Understanding and Communication

In today’s diverse workplace, it is crucial for all generations to strive for better understanding and communication to avoid potential challenges. Here are a few key strategies to foster a more inclusive and cooperative work environment:

1. Encourage Open Dialogue 

   Create opportunities for employees from different generations to share their perspectives and learn from one another. This can be achieved through regular team meetings, mentorship programs, and cross-generational projects.

   
   

2. Leverage Strengths

   Recognize and utilize the unique strengths that each generation brings to the table. Millennials' collaborative spirit and Gen Z's digital prowess can complement each other and drive innovation.

   
   

3. Flexible Policies

   Implement flexible work policies that cater to the diverse needs and preferences of your workforce. This includes offering remote work options, flexible hours, and mental health support.

   
   

4. Training and Development

   Provide training that helps employees understand generational differences and develop skills to communicate effectively across these divides. This can include workshops on communication styles, conflict resolution, and teamwork. Host your own workshop.

   
   

5. Inclusive Leadership

   Encourage leaders to adopt inclusive leadership styles that respect and value the contributions of all generations. Leaders should be role models in fostering a culture of respect, empathy, and continuous learning.

   
   

Bridging the Divide in the Modern Workplace

By understanding and embracing the differences between Gen Z and Millennials - and all generations for that matter - organizations can create a more cohesive and dynamic workplace. This not only enhances productivity and innovation, but also ensures that employees of all ages feel valued and understood. As we navigate these generational shifts, let’s remember that our collective success depends on our ability to work together harmoniously and learn from each other’s unique experiences and perspectives.

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Kamber Parker is a young professional and the founder of The YoPro Know, a firm dedicated to helping organizations improve their intergenerational culture and build their workforce pipeline with external candidates and develop young professionals into future leaders. Explore their research and tools for providing workplace solutions.

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How to Use "Not Readable" as an Effective Communication Tactic

Playing the "not readable" card should be the exception, not the rule.

Sometimes you need to know how to bend a rule but not break it. This communication tip provides a quick example of when and how to use “not readable.”

A Case Example

“I like your approach on the slide,” the County Commissioner told me. “Just the other day, I was working with my guys to try to cram a bunch of stuff on a slide. It's a better idea just to say you can't read it.”

“It seems to work in certain situations,” I replied. “Obviously, you would like the slides to be readable.”

“Yeah, but in this case, you could not give too much information now.”

The Slides Should Be Readable

The number one rule about visualization is that your graphics should be readable. Other rules follow, including accessibility aspects like contrast size of text colors. Providing your information in advance is also another good practice.

However, sometimes everything cannot fit on a PowerPoint slide. Information that is part of a non-disclosure agreement is another reason. In some cases, it’s a matter of who sees the details first.

Remember to provide the backup information and mark the slide as "decorative" for accessibility.

Waiting to Show the Information

In the case example, the county commissioners had authorized the project and were the decision makers. The presentation was to a task force of elected officials who needed a status report before the information was rolled out to the county commissioners the following week.

There were political reasons for the presentation, but it was not quite prime time (yet).

How “Not Readable” Can Be an Effective Communication Tactic

This tip is about bending but not breaking the rules. I made a table normally used for an information graphic into a decorative one. To make sure the audience understood this, I placed "Not Intended to be Readable” on the slide.

Everyone Has a Strategic Plan Until They Get Punched in the Mouth

Are strategic plans overrated? As Mike Tyson is attributed to saying, "Everyone has a strategic plan until they get punched in the mouth."

Are strategic plans overrated? The answer is often ‘yes’ because they are created and implemented poorly. The better question is whether strategic planning is a waste of time, and that answer is ‘no.’ Every organization needs a written consensus on what is good for the integrated whole. This article covers more on the topic and distinguishes between strategic and operational activities. As Mike Tyson is attributed to saying, "Everyone has a strategic plan until they get punched in the mouth."

New Job: "Strategy is Overrated"

A professional colleague changed jobs a few years ago. We worked closely for about a decade and I knew his key skills were setting strategy and closing deals. I ran into him at a national conference (actually in a bar) and the conversation went something like the following.

"So, what do you like least about the new job?" I inquired. He knew me well enough that I wouldn't brush through a generic question and then listen to a lot of BS.

“I am having to adjust to their lack of strategic planning,” as he started to gaze in search of the right words. “You know that setting a strategic plan is one of my strengths. Executing a well-thought plan is just how my mind works.”

“That’s odd," I replied as I started to look for the bartender. Refocusing again, “How do you know a big organization like that doesn’t like strategic plans?”

“Because my boss told me so,” came a somber reply. “He said that he thought strategy was over-related and we needed to focus on tactics. His boss was in the meeting and agreed.”

Pitfalls of Strategic Plans

The quote from Mike Tyson about everyone having a plan until they get punched in the face reminds us that all strategy in the world will not help us when our brains are getting beat in. in the fight, there is only the fight.

But the quote doesn’t really tell you why strategic plans are flawed.

I’ll save the textbook discussions on too much complexity, lack of post-plan communication, lack of implementation ownership, too many strategies, underfunding, and lack of confusing planning with a strategic plan.

The greatest pitfall of Strategic Plans is organization leadership creating a politically correct communication piece instead of meaning something to front-line staff. Remember, strategic means “of great importance within an integrated whole.”  Most leadership teams forget about the integrated whole.

The Integrated Whole

Benefits of Strategic Plans

According to 'the book,' all organizations need direction, focus, resource allocation, performance management, and a communication framework. I'll bet the Mike Tyson organization had a strategic plan, even if Iron Mike didn't think it meant much when he was in the fight.

Arguably, tiny organizations, tech startups, and companies in extreme crisis may not need a strategic plan. They are in the fight, and tactics matter most.

Nearly all organizations need a strategic plan. My top three reasons are that we benefit from the exercise, align the top of the organization with the front line, and create a communication framework for the future. The value of a strategic plan comes down to how well it is done.

Real Stories

State Department of Transportation

“We can’t buy toilet paper,” said the District Administrator, “And you consultants show up with your handlers from the state capitol.”

Clearly, he had been punched in the mouth and was already in the fight. The buy-in of the state strategic plan from the districts was not forthcoming.

Someone at the top of the organization should have included front-line staff at the start of the process. I am sure the district administrator believed for the rest of his career that strategic plans are overrated.

Shaking It Up

Mount Pleasant Waterworks General Manager Clay Duffie wanted to shake up his annual board retreats. My suggestion was to integrate front-line staff in several active ways. 

He agreed and went one step further–he banned all PowerPoint presentations from the two-day event. Everyone had to interact as humans with each other.

We wrote papers and did conference presentations on how well it worked. More importantly, it created a bond between staff and the Board that severed the organization well when Clay retired a few years later.

Using the Plan as a Communication Tool

Joe Mantua inherited a newly developed Strategic Plan for Beaufort Water and Sewer Authority. Although he wasn't a big fan of it, as the new General Manager, he used it as a communication framework for his remarks at all of the Board meetings.

A few years later, Joe and I put together a survey when we embarked on developing a new strategic plan. I wasn't surprised when front-line staff said they hated it. However, I was surprised when the Board almost unanimously said they liked or loved it.

Why the divide? Joe had effectively used the plan as a communication tool, at least to the Board. The Board was shocked when they discovered the disconnect between the strategic plan and front-line staff. The Board had not been punched in the mouth, but the staff was fully engaged in a tactical fight with day-to-day issues not covered by the plan. The real value of the plan was in the planning effort.

Are Strategic Plans Overrated?

Strategic plans may be overrated, but strategic planning certainly is not. Neither is overrated when done well.

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JD Solomon Inc. provides solutions for program development, asset management, and facilitation at the nexus of facilities, infrastructure, and the environment. Sign up for monthly updates related to our firm.

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JD Solomon is the founder of JD Solomon, Inc., the creator of the FINESSE fishbone diagram®, and the co-creator of the SOAP criticality method©. He is the author of Communicating Reliability, Risk & Resiliency to Decision Makers: How to Get Your Boss’s Boss to Understand and Facilitating with FINESSE: A Guide to Successful Business Solutions.