We have all heard the sentiment of “Back in my day…” all too often. To be honest, we have even said this ourselves a time or two when talking to those who are younger than us, no matter the age difference. Most of the time, it’s used in a jovial manner. However, it is also used in a negative or derogatory way. We need to be able to not only communicate with each other but also understand each other to accomplish the mission. There are four generations of people present nowadays: Baby Boomers (1946-1964), Generation X (1965-1980), Millennials (1981-1996), and Generation Z (1997-2012). Each of these generation’s historical events and values bleed into how they operate in the workplace, what they value in the workplace, how they communicate in the workplace, how we adapt to their communication style and how they prefer to be led.
Baby Boomers (1946–1964)
Baby Boomers, more commonly known as Boomers, are known for their strong work ethic and dedication. They often view work as a lifelong commitment, typically being the first to arrive and the last to leave. Loyalty, perseverance and overcoming challenges are key workplace values. To them, authority must be tested before being respected, and technology is something they are unfamiliar with, but they approach it with maximum effort.
They prefer direct, face-to-face communication and view technology as a tool used only when necessary. I bridged the tech gap with older coworkers through patience and hands-on support. The best way to lead Boomers is with respect and by avoiding criticism. Many are self-aware of their working style and ask not to be corrected harshly. They don’t like change and often resist it. If something works, don’t fix it. Rewarding them is simple: recognize their skills and hard work.
At Royal Air Force Mildenhall, England, I worked with an older and highly dedicated volunteer who struggled with scanning parcels but showed unwavering commitment to not only deliver the mail but to also learn the technology. With patience, compassion and humor, I helped him daily. Boomers value presence, encouragement and hands-on help, making consistent support essential.
Generation X (1965–1980)
Gen X members live by a “work smarter, not harder” motto. They seek work and life balance, and see work as a means to enjoy life, but it’s not the end goal. Having grown up during major historical events and societal shifts such as the Civil Rights Movement, the Vietnam War and the explosive increase in the divorce rate, they’re very cynical and skeptical of authority by constantly testing them. At work, they value independence, flexibility and competence. While tech-literate, they aren’t fully immersed in technology.
They prefer concise communication, often via email, and appreciate efficiency. Leading them means respecting their independence and their motto “respect what I do”. They expect correction when they’re wrong and see change as beneficial. They not only want recognition but also rewards for their hard work and skills. It is imperative that we know how to properly reward them for their job well done.
In my experience, building trust with Gen X involved showing respect for their knowledge while allowing them the autonomy they value. Avoiding micromanagement by respecting their yes and no responses, as well as being clear in communication, helps establish strong-working relationships.
Millennials (1981–1996)
Millennials now make up the largest part of the workforce. They value a balance of work, life and social interests. Though not born into smartphones, they are highly comfortable with technology and multitasking, especially in the workplace.
They value flexibility, collaboration, diversity and guidance over command. Communication should be focused on efficiency and brevity. Texting, instant messaging or short emails are ideal. Millennials popularized the phrase “this meeting could’ve been an email” because they value time and clarity.
They want to be respected for who they are and mentored for who they want to become. Supporting their skill and growth helps guide them along the path they choose. Change is natural for them. They expect it and see it as vital to continuous process improvement.
Millennials thrive in collaborative environments. I’ve found that reinforcing inclusiveness, affirming and valuing their input while also respecting their lifestyle fosters productivity. Supporting their personal and professional goals builds loyalty and motivation.
Generation Z (1997–2012)
Gen Z enters the workforce with a work ethic like Boomers and with the digital fluency of true tech natives. Technology is second nature, though they often feel overwhelmed by its nonstop presence. They value mental health, purpose-driven work and empathetic leadership.
Authority earns their respect through emotional intelligence. Surprisingly, despite their digital habits, Gen Z prefers in-person conversations for meaningful communication, especially after the isolation of the COVID-19 pandemic.
I discovered engaging with Gen Z effectively means showing genuine interest in them, not just the work. They respond to authenticity and emotional intelligence. While tech keeps them connected, they crave real human interaction.
Leading Gen Z requires a blend of Millennial and Boomer leadership styles. They want to be respected for who they are and support for who they aim to become. Even if they don’t see their current job as their long-term path, recognizing their hard work matters. While they don’t actively seek rewards, support and acknowledgment go a long way. They expect change and want outdated practices removed if they no longer serve a purpose.
Understanding each generation’s values and communication preferences is key to building cohesive, respectful and effective teams. Baby Boomers value loyalty and recognition; Gen X seeks autonomy and clarity; Millennials want flexibility, support, and balance; Gen Z craves authenticity, purpose, and human connection. Adapting leadership styles to meet these needs ensures collaboration, engagement and shared success across generational lines.