AUTHOR | NATALIE ALVAREZ
Over the past several months, Helen Wang, my Professor at Rady School of Management, also Founder and CEO of Oceanside Perspective, and I have conducted research on mastering cultural, social, and leadership intelligence in a workforce of multiple generations as part of an independent graduate research project.
Turning Differences into Strengths: From Generational Gaps to Growth
In his book titled "A New Kind of Diversity: Making the Different Generations on Your Team a Competitive Advantage," author Tim Elmore explores the factors that contribute to a generational gap, offers strategies for managing this diversity, and ultimately provides insights on how to bridge across generations. Elmore shares that among today’s businesses, only eight percent recognize generational diversity as an area of diversity. The challenge is that most teams are multigenerational in today’s business world; however, through surveys conducted in the workplace as part of graduate research, we’ve learned employees are neutral overall on whether their leaders currently effectively manage a diverse workforce.
Navigating the Transition: Culture Shifts From College to Workforce
The transition from college to the workforce often entails a significant cultural shift, demanding new mindsets, skills, and expectations. For instance, you move from structured schedules to self-management, from academic learning to practical application, and from focusing on individual performance to prioritizing team collaboration. Perhaps the most striking cultural shift is the diversity of people you’ll work with—no longer limited to your peer group but spanning different generations, backgrounds, and perspectives.
Building upon Elmore's findings, I will present various approaches for successfully leading multigenerational teams, share examples from industry leaders, and ultimately offer best practices through a collection of blogs.
My background is in the construction industry, which is a very diverse industry, including generationally diverse. The below reflection is based on my experiences in this industry and follows Elmore’s thought questions on recognizing generational diversity.
I joined the construction industry following completion of my undergraduate studies in engineering. Many of my peers also entered the construction industry, however, my first days on the jobsite introduced me to all the stakeholders in my industry, which span all generations. The stakeholders include the construction manager (my company), ownership, designers, subcontractors, and the construction labor force. While there were a few millennials on my team, our remaining coworkers as well as ownership, designers, and subcontractor leadership were all at least a generation older. These were experienced staff who had seen significant change in the industry and were shaped by the world and cultural events of their lifetime. In construction management, a key part of my role is to facilitate coordination among all parties, which means immediately working with staff from different generations. In college, I had spent time in student organization leadership, but the difference was I had grown accustomed to working in a group of my generational peers. I had less experience in facilitating discussions in a professional setting amongst different generations. Looking back, I wish someone had guided me on the cultural shift between college and the workforce, providing awareness and strategies to navigate the differences effectively.
Learning Across Generations: The Value of Reverse Mentorship
Now, a decade into my career, I am no longer a member of the youngest generation as Gen Z has entered the workforce. This shift has prompted me to reflect on how to bridge generational gaps effectively and empower the next wave of talent to thrive in their professional journeys. Aside from the obvious technology skills many Gen Z staff can pass on to their more senior colleagues, I try to ask Gen Z staff their opinion on different work issues or for feedback for continuous improvement of our standard operating procedures. Through this research I’ve learned the term for learning from a younger generation is “reverse mentorship”. Showing curiosity and being vulnerable with younger staff is one way we can bridge the gap across generations.
From our survey, here are some lessons that older staff have learned from their younger colleagues:
Speaking openly about mental health, promoting empathy, and seeking assistance.
Cultivating an open mindset, fostering innovation, and embracing new ideas.
Tailoring marketing and communication to the younger generation's preferences.
Enhancing team communication for improved understanding and collaboration.
Promoting inclusivity and diversity in organizations and communities.
Achieving a healthy work-life balance for improved well-being and productivity.
Developing strong listening skills for meaningful connections and effective communication.
For younger generations, they have enjoyed the opportunity to teach their more experienced colleagues the following:
Efficiency-boosting tech tips and tricks
Pop culture insights and trends
Fresh perspectives on today’s issues
Fostering Growth: A Call for Reverse Mentorship
If you are interested in continuing your learning journey, the many generations in your workplace can be a wealth of knowledge. I encourage the OP community to actively seek reverse mentorship opportunities with Gen Z staff in your workplace, fostering mutual growth, enhanced communication, and collaboration. Let’s embrace the power of learning across generations to build stronger and more inclusive workplaces.
Author's Bio
Natalie is a proud San Diego native and currently works as a Senior Financial Analyst for Turner Construction Company. Her expertise in construction management includes engineering, project management, preconstruction, and finance. Natalie’s project experience spans the
aviation, commercial and K-12 education market segments in San Diego, Los Angeles, and San Francisco.
Building on her leadership experience across California, Natalie founded the Turner - San Diego Young Professionals group, with the goal of creating a cohesive community of engineering leaders who will become the champions and agents of change for San Diego’s growing market. Through the Young Professionals group, Natalie co-organized a virtual executive coaching session for Turner West Coast staff. Guided by her core values of integrity and equity, Natalie is actively involved in Turner’s Diversity, Equity, and Inclusion initiatives through study action teams, training, and college recruitment efforts. She is passionate about mentoring future engineers and exposing underrepresented students to the industry.
Natalie was recognized by the San Diego Business Journal as a Woman of Influence in Engineering (2021). She serves on the Board of Governors for the USC Alumni Association and is also a board member for The Bishop’s School Alumni Association.
Natalie holds a bachelors and master’s degree in engineering from the Viterbi School of Engineering at the University of Southern California, and a MBA from the Rady School of Management at the University of California, San Diego. In her spare time, she enjoys watching sports, reading, knitting, traveling, and playing golf.
© 2025 Oceanside Perspective. All Rights Reserved.
Comentarios