How To Manage A Multigenerational Team In The Era Of Ageless Offices

Workplaces are not just multigenerational anymore; they’re ageless. According to a SHRM report, the workforce based on generations is made up of: Generation X (34.8%), Millennials (38.6%), and Generation Z (6.1%). So it’s not weird to see a team that consists of a Gen Z team lead, Millennial managers, and Gen X employees on the same team. This diversity can be a game-changer if leadership manages their team operation in a certain way.

The problem is not about someone’s age, but rather the positioning. Every generation carries its own unique set of skills, curiosity, and structure. Cambridge Dictionary defines unity as “the state of being joined together or in agreement” which suggests, effectiveness is not built on making everyone the same. But learning how to operate a team by using their strengths to help merge from disadvantages another generation might have in order to create unity. 

Here are things to take notice of in order to manage a team across three generations that are the most common in the workplace.

Generation X is the generation of people from ages 45-60, and is often known to be in the middle. They have enough experience to lead, but are still adapting to the fast-paced, technological space. This generation is looking to find a balance while they navigate how to be trusted with leadership, especially with Baby Boomers skipping retirement and staying clocked in. 

Generation X wants autonomy and to be respected for their value in the workplace. They tend to have an “independent mindset.” When they don’t feel their needs being met, that can show up in the workplace as:

• Withholding valuable information that can be efficient for the overall team
• Hyper-fixate on metrics and KPIs
• Only execute their tasked responsibilities without cross promotion of help

All these things can affect the morale and development of a team as a culture.

Millennials are the generation of people from ages 29–44, and are the most revolutionary. According to Gallup, about 3 in 10 are emotionally and behaviorally connected to their job and company. They desire transparency and authenticity before investing energy into something. This generation is looking for real freedom and a seat at the table where they can also have ownership. 

According to Deloitte’s 2025 Gen Z and Millennial Survey, “92% saying a sense of purpose is important to their job satisfaction.” Leaders should support and include millennials in the process, not just for the sole expectation of successful work output. When Millennials don’t feel leadership’s values and actions align, that can show up in the workplace as:

• Wanting recognition for something before really doing the work
• Pointing out what’s wrong with systems without helping fix the problem
• Unengaged in committed tasks unless truly inspired

Millennials are managing teams and taking on more work while still proving themselves to leadership above them.

Generation Z is the generation of people from ages 13–28, and are considered the “real” enforcers of ageless offices. This generation is very observant and desires examples and applications, not just explanations from leadership. 

Work-life balance, respect earned and not given, and personal fulfillment were things Gen X and Millennials received as a perk, whereas Gen Z requires them. In order for Gen Z to bring their fresh perspectives, they want to feel seen in the workplace. When they feel dismissed or don’t see leaders lead by example, that can show up in the workplace as:

• Only culture-led thinking, if not properly explained long-term, organizational strategies
• Desiring the spotlight before sacrifice or hard work
• Very reactive and expresses strong feelings