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There’s something brilliant about cross-generational teams. Four generations, each shaped by different technologies, expectations, and experiences - coming together to build, solve, and learn. That kind of diversity brings real depth to a workplace.I’ve been wanting to write about this topic for a while - the mix of perspectives, the occasional tension, and the huge potential that comes with it. Then I watched Adolescence, the Netflix series everyone’s talking about. Beyond the commentary on toxic masculinity, warped social media culture, and parents doing their best in a world they no longer recognise, one moment landed harder than I expected. Katie posts a string of emojis on Jamie&#039;s Instagram. The adults see it as proof of connection beyond the classroom. But to their school peers? It’s unmistakably clear. A coded message, instantly understood. The adults don’t even realise there’s meaning to miss.That disconnect - the moment of total misalignment - nudged me to finally put pen to paper. As a parent, it reminded me how much I still have to learn. As a leader, I recognised the pattern. We’re all communicating. But are we really being understood? It’s not just teenagers who speak in subtext. We all do. Across Slack threads, calendar invites, comments, and quiet hesitations - we’re carrying assumptions shaped by our experiential version of “normal.”The tools we use, the tone we strike, the pace we move at - they don’t mean the same thing to everyone.We might all be contributing, collaborating, and showing up with the best intentions. But the question is: are we truly hearing each other?<h2>Same work, different worlds.</h2>With four - soon to be five - generations in the workforce, we’re not just dealing with different ages. We’re dealing with fundamentally different lived experiences of what “work” looks and feels like:<ul><li>One group keeps their phone on loud and answers every call. Another group panics when the phone rings.</li><li>Some expect face to face time at the office. Others expect flexible start times and async updates.</li><li>Some prefer meeting agendas in advance. Others want to riff live in a shared doc.</li></ul>None of these are wrong. But they can be misaligned. And that’s where friction builds.Some patterns worth noticing - do they sound familiar?Some tendencies leaders are navigating look like:Boomers<ul><li>Old-school pros who still read meeting agendas and show up on time (in person, if they can help it).</li><li>Prefer phone calls to pings and trust paper over &quot;the cloud.&quot;</li><li>Will reply-all, every time.</li><li>Think Slack threads are for banter, not big decisions.</li></ul>Gen X<ul><li>The original remote workers—raised on email and autonomy.</li><li>Straight-talkers who’d rather jump on a call than decode 14 Slack messages.</li><li>Efficient, allergic to fluff, and quietly running the place.</li><li>They’re fine without daily check-ins—just don’t micromanage them.</li></ul>Millennials<ul><li>Digital-analog shapeshifters, fluent in both spreadsheets and sentiment.</li><li>Mission-driven and meme-literate.</li><li>Flexible communicators - adapting up, down, and sideways.</li><li>High-achieving, but emotionally... delicate. One vague comment can send them spiralling.</li></ul>Gen Z<ul><li>Born into notifications, collaboration tools, and chaotic good energy.</li><li>They expect flexibility, clarity, and a workplace that feels like a safe space.</li><li>Will multitask across five apps, but a phone call? That’s a personal attack.</li><li>They’ll challenge your entire workflow—and probably improve it.</li></ul>Again - it’s not about age. It’s about expectations. And in many organisations, those expectations clash silently, until trust and productivity start to erode.<h2>So, how do you lead across the gap?</h2>Here’s the real leadership challenge: not everyone works the way you do. And creating a team culture isn’t about finding the middle—it’s about making room for a range of working styles.Here’s how future-focused organisations are navigating it:1. Be explicit about communication—then optimise itAsk:<ul><li>“What’s the best way to reach you for day-to-day updates—Slack or email?”</li><li>“If something’s urgent, should I call, DM, or drop a calendar invite?”</li><li>“How do you prefer to receive feedback?”</li></ul>Tip: Map this as a team. You’ll build empathy and spot inefficiencies. If Slack threads are faster than email chains, switch. If calendar invites reduce decision lag, use them. Efficiency wins over habit.Just because something&#039;s new doesn’t mean it’s bad. The goal isn’t comfort—it’s clarity, speed, and smarter workflows.2. Design workflows with flexibility in mindYou can honour structure and fluidity. Set clear deadlines, but allow people to choose how and when they work toward them. Respect quiet hours. Don’t equate visibility with value.Tools like dashboards, async updates, and collaborative workspaces keep teams in sync, even if they work differently.3. Support digital confidenceNot everyone’s fluent in every tool—and that’s okay. Offer training that builds confidence, not just technical know-how.I’ll admit it: I’m a terrible inbox manager. So yesterday, I sat down with our Gen Z office manager, who walked me through using labels to organise my email. Game changer. I’m a visual thinker, and now my inbox finally makes sense.At academyEX, we help organisations develop digital skills that work across experience levels—from AI literacy to collaborative tech tools.4. Champion psychological safetyYounger team members may be more open about mental health. Older team members might be less used to expressing their needs. Leaders must normalise conversations that offer support, provide clarity and help set or push past boundaries.Tip: Make “how are you feeling about work right now?” as common a question as “where are you at with this piece of work?”<h2>TL;DR?</h2>In Adolescence, emojis say it all—if you know what to look for. It’s a quiet reminder: we don’t all communicate the same way. In today’s workplaces, those differences show up too - across messages, platforms, and unspoken norms.Cross-generational teams aren’t just an opportunity to evolve—they’re a superpower. They bring fresh perspectives, lived experience, and new ways of thinking to the table. With a little empathy, curiosity, and the right systems, those differences don’t divide us—they drive better connection, creativity, and innovation.<h2>Let’s bridge the gap - together</h2>academyEX helps organisations: <ul><li>Navigate digital and generational shifts</li><li>Build flexible, human-centred learning experiences</li><li>Upskill teams and leaders for the workplace we actually have now</li></ul>

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The tools we use, the tone we strike, the pace we move at - they don’t mean the same thing to everyone. We might all be contributing, collaborating, and showing up with the best intentions. But the question is: are we truly hearing each other?

We might all be contributing, collaborating, and showing up with the best intentions. But the question is: are we truly hearing each other?

04 Apr, 2025

Same Team, Different Worlds: How to Lead Across Generations and Work Styles

Ana Ivanovic-Tongue

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