Reflection on Generational Shifts in the Workplace

AUTHOR | NATALIE ALVAREZ

Working with multiple generations can be challenging, especially for managers navigating differing perspectives. A recent workplace survey conducted as part of graduate research highlighted the decline in respect for authority across generations. While Baby Boomers and Generation X both value authority, Millennials choose their authorities, and Generation Z are more neutral. According to "A New Kind of Diversity: Making the Different Generations on Your Team a Competitive Advantage" by Tim Elmore, colleagues seek respect from one another, but often struggle to reciprocate.

This is a situation that my colleague, an experienced Project Manager and older Gen X'er, has experienced firsthand. We’ve always collaborated well due to our generational similarities. However, with Gen Z entering the workforce and their differing perspective on authority, my Gen X coworker has found herself less likely to “fit in” and collaborate well with Gen Z staff.

Evolving Perceptions of Work Ethic

Prior to Gen Z, older generations found it important to go above and beyond at work. Doing more than was asked of you demonstrated that you were a team player, eager to learn and ready to accept responsibility. However, Gen Z is neutral on whether exceeding job expectations is necessary. This generational shift has led to differing perceptions on work ethic and dedication.

Leading with Empathy: A Generational Shift

Prior to Gen Z, organizational leaders defaulted to “tough love”, exhibiting very direct communication styles. Now with Millennials and Gen Z becoming a large part of the workforce, empathy is a critical element of organizational culture. In fact, empathy is seen as the most important element in building trust in the workplace. This generational shift presents a new challenge for older leaders to adapt their leadership styles and focus on empathy.

Will Gen Z Adapt to the Workplace? Or Will the Workplace Adapt to Gen Z?

As my colleague and I discussed her challenges with leading Gen Z, we explored the ways the workplace has adapted to Gen Z over time. Given Gen Z’s preference for work-life balance over exceeding job expectations, flexible work schedules and hybrid working options have become more common. Similarly, leaders are adopting empathetic and individualized leadership styles.

As Elmore shares in his book, it’s important to understand from team members the difference between requirements for job satisfaction and generational preferences. While the workplace has made accommodations for younger generations, it's unclear whether these changes are sufficient. The rise of “quiet quitting” suggests these accommodations may not fully satisfy Gen Z’s needs in the workplace.

Bridging the Generational Divide

Changing leadership styles to meet evolving expectations takes time, effort, and practice. Leaders may not always get it right. My colleague, while acknowledging her efforts to accommodate Gen Z, expressed a sense of fatigue. It’s unclear whether Gen Z fully appreciates the efforts their leaders are making to improve the workplace environment. However, she remains hopeful that open communication channels and mutual understanding can bridge the generational divide.

Now several years into her journey, this Project Manager is focused on empathetic leadership and staying curious. She is focused on clearly communicating her expectations to Gen Z employees, while being open to learning from them. It is critical to understand the distinct needs and expectations of each generation in the workplace.

Embracing Generational Diversity

As we’ve learned, generational differences exist in the workplace. Leaders need to rise to the occasion by engaging in empathetic leadership. Through open communication and a strong sense of curiosity, we can bridge the generational divide and create a thriving multi-generational workplace.

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.