Three tips for bridging gaps between generations.

A recent study found that 71% of Gen Z believe Boomers value hours worked over results, and 56% blame Boomers for today’s toxic work culture. Meanwhile, 64% of Boomers say Gen Z prioritizes work-life balance over business needs. This is one of the many common issues that can cause rifts between employees from different generations, and these tensions can lead to real conflict. Here are three ways to foster belonging between these groups:

Focus on shared interests.

When a 60-year-old says "they don't put in the hours," and a 25-year-old says "they don't trust us with our time," they're voicing the same concern from opposite sides. These stances may seem like they're in opposition, but both people are expressing how much they value their time and the best way to spend it. This is an opportunity to highlight the connection and foster dialogue to dive further. Can we agree on what a productive workday looks like and the extent to which time is the best metric for measuring it? Even if they don't agree on an answer, exploring it helps both parties find connection in their disagreement and learn more about one another's perspectives.

Build belonging through task interdependence. 

Lunches and trivia nights don't move that number. What does: putting two people on a deliverable where both their names are on the line. Pair a senior account lead with a junior product manager on a renewal worth more than either of them owns alone. Put a 30-year-old engineer and a 55-year-old operations lead on a hiring panel where they have to agree on the finalist. A study by Coqual found that belonging grows when employees feel trusted in something that matters—so you can cancel that happy hour.

Teach managers to hold a conversation without solving it. 

Boomers are born fixers. Gen Z likes to talk things out. One skill that can help build psychological safety is encouraging employees to listen without rushing to fix. Ask open-ended questions, like: How is the team treating you? What is harder than it should be? Who do you not feel comfortable disagreeing with? And pause before offering guidance or taking action. Take notes on what the person actually said and how they feel. Taking this space can help both parties find time to connect more deeply, rather than reacting immediately.

What’s working at your organization? Reply to this email and I’ll share your insights in a future issue!