How Gen X Leaders Can Truly Connect with Gen Y and Z Teams
The modern workplace is a fascinating mix of generations, perspectives, and expectations. While this diversity can be a source of strength, it can also lead to deep misunderstandings, especially when it comes to communication between Gen X leaders and their younger Gen Y (Millennial) and Gen Z colleagues. I recently had the pleasure of interviewing (chatting with) the Group Head of people for Audience Collective, Kate Upstone.
We covered a range of topics from the hierarchy of work needs mentioned in this article to office pets! One thing is very clear however: Gen X leaders and managers assuming they know what their team wants based on their own experiences is a path to mutual disappointment. Bob Dylan probably put it best when he said “Your old road is rapidly agin‘, please get out of the new one, If you can’t lend your hand, For the times they are a-changin.’ They say acknowledgment is the first step to resolution as it allows for understanding. Let’s take the challenge as acknowledged then and see what we can do about it.
Today’s younger employees have grown up in a completely different world, shaped by smartphones, social media, and constant connectivity. What motivates them, how they define success, and what they expect from work are all markedly different from the values many Gen X leaders were raised on.
Of course, this is where LifeStars Team shines; the colleague closeness app designed to help leaders stay in tune with their teams’ evolving needs through short, targeted surveys. Employees are rewarded for their input, making it easier than ever for organisations to listen, learn, and respond. And for Gen X leaders managing younger teams across the UK and Ireland, LifeStars Team offers something invaluable: a real-time window into what truly matters to their workforce.
Back to the issue at hand – who are these generations anyway?
To bridge the generation gap, we first need to understand it. Here’s a quick overview of the different generations.
Gen X (Born 1965–1980):
- Raised pre-internet with an emphasis on independence and self-reliance.
- Often sceptical of top-down authority and flashy trends.
- Value loyalty, hard work, and job security.
- Most likely to be called: Paul or Sarah.
- Their icons: Kurt Cobain, Simon Cowell, Madonna, David Beckham
Gen Y / Millennials (Born 1981–1996):
- Digital pioneers who grew up during the tech boom.
- Value purpose, personal growth, and flexibility.
- Seek collaboration, feedback, and inclusive leadership.
- Most likely to be called: James or Laura.
- Their icons: Beyoncé, Ed Sheeran, Adele, Emma Watson, Steven Bartlett
Gen Z (Born 1997-2012)
- True digital natives with a global outlook.
- Care about social causes, diversity, and mental health.
- Want transparent leadership, meaningful work, and regular recognition.
- Most likely to be called: Jack or Lauren.
- Their icons: Greta Thunberg, Dua Lipa, Maya Jama, Taylor Swift, Simone Biles.
So very different people, all working together to achieve common objectives? It’s a melting pot that needs to be carefully managed. Kurt Cobain or Taylor Swift? Simon Cowell or Greta Thunberg? Of course, it’s never a case or either or, at least it shouldn’t be. It is easy, however, to see how when we are starting from very different viewpoints and cultural influences we can end up in different locations!
You can’t change your generation and no generation is right. What’s that? You thought Gen X was always right? Well, you may be part of the problem. I joke of course, but the reality is that each generation thinks it is correct and that’s where the tension comes from. Each generation is shaped by different experiences, from floppy disks to TikTok, from job-for-life ideals to the gig economy. These contrasts can fuel disconnects in the workplace unless acknowledged and addressed.
The Risks of Assuming You Know What Your Team Wants
Too often, well-meaning Gen X managers rely on their instincts or replicate what worked in the past but in a world where expectations shift rapidly, guesswork is a dangerous strategy.
This creates some common areas of challenge that you may not be aware off. Pitfalls such as:
- Offering rigid 9 to 5 schedules – when younger employees want flexibility.
- Focusing on long-term tenure when Gen Z is more focused on short-term growth.
- Investing in outdated perks (like office pool tables) instead of mental health resources.
Gallup’s 2023 Workplace Report found that only 23% of global employees are actively engaged at work. The engagement gap is especially pronounced among younger workers, who are quicker to disengage when they feel unheard.
Here in the UK and Ireland, employee engagement has taken on new urgency as younger generations seek workplaces that reflect their values and priorities. High turnover rates, particularly among Gen Z, signal that traditional management approaches may not be enough. As the saying goes, “what got us here won’t get us there.”
Rather than take my word for it, I want you to use LifeStars Team as I believe it will help alleviate these issues or get ahead of these issues in your business. Let’s look at some examples of the generation gap in action.
1: Halfords
In response to declining labour force participation and health-related work absences, Halfords initiated programs to support employees with health challenges, including apprenticeships for those affected. This approach reflects an understanding of the need to address the specific concerns of younger workers, such as mental health support and flexible working conditions.
2: Red Arrows (Royal Air Force Aerobatic Team)
The Red Arrows were subject to investigations concerning allegations of bullying and harassment within the team. Such incidents highlight the difficulties traditional institutions may encounter in aligning longstanding cultural practices with the expectations of newer generations entering the workforce.
3: CBI (Confederation of British Industry)
The CBI faced significant scrutiny over workplace culture issues, including allegations of inappropriate behaviour and a lack of inclusivity. These issues underscored the challenges organisations face in adapting to evolving workplace expectations, particularly from younger employees who prioritise respectful and inclusive environments.
4. NHS Scotland Trust Bridges the Divide
In an effort to improve morale and reduce attrition, a Trust in NHS Scotland began using regular employee feedback tools across generations. Gen Z nurses reported feeling disconnected from senior leadership. By implementing micro-surveys and following up with targeted support, the Trust saw improved engagement scores in its annual review and better intergenerational understanding across teams.
Not surprisingly, many of the organisations involved are reluctant to be named but a scan of news sites, journals and online magazines provided these examples also.
5. Irish Retail Chain Missteps on Mental Health
A prominent Irish high street retailer launched a “Wellness Wednesday” initiative that focused on free fruit and yoga sessions. While well-intentioned, uptake among Gen Z staff was minimal. A post-campaign survey revealed the younger staff actually wanted more flexible shift patterns and access to confidential mental health resources, not surface-level perks.
6. UK Tech Start-Up Learns to Listen
A London-based tech start-up, led by Gen X founders, assumed that Millennials on the team wanted social events and office perks. However, after a series of anonymous pulse surveys, it became clear the team actually valued career progression support and mental health days. The leadership restructured its benefit offering, introducing paid mental health leave and transparent promotion pathways, resulting in a 30% increase in retention over 12 months.
These examples highlight the dangers of assumption and the power of listening, something LifeStars Team makes accessible to all organisations. Hopefully you now agree that there can be a generational gap, even when the leadership is coming from a good place.
Data Over Assumptions: LifeStars Team as a Generational Bridge
Understanding your team’s true needs begins with asking the right questions, and listening to the answers.
LifeStars Team empowers leaders to:
- Send quick, anonymous surveys to employees.
- Gather honest, data-driven insights.
- Track trends over time and identify differences across generations.
- Reward participation, boosting engagement and trust.
Instead of assuming Gen Z cares about promotion timelines, ask them. Instead of thinking Millennials are happy with remote work, check in regularly. LifeStars makes this easy and effective.
Let’s look at what each generations wants from their employment and how you can deliver on it.
Gen Y (Millennials):
- Want: Purpose, career growth, feedback, and flexibility.
- Response: Use LifeStars to ask what “purpose” means to them, build individual growth plans, and get feedback on remote/hybrid preferences.
Gen Z:
- Want: Mental health support, inclusivity, feedback loops, and authenticity.
- Response: Use surveys to identify mental health gaps, ask about inclusivity directly, and replace outdated annual reviews with regular check-ins.
Younger employees, particularly Gen Z and younger Millennials, are looking for more than just a paycheck. They want to feel that their work has purpose, they want opportunities for career growth, regular and meaningful feedback, and flexibility in how, when, and where they work. These are not “nice-to-haves”, they are expectations that can determine whether someone stays in a role or moves on.
However, “purpose” doesn’t mean the same thing to everyone. For some, it’s about social impact or environmental responsibility. For others, it’s simply knowing their work contributes to a bigger picture. That’s why it’s important to ask, not assume. “When you assume you make an ASS out of U and ME” – it’s probably a Gen Z t-shirt. Just guessing.
A thoughtful way to respond is to create open channels where employees can share what matters most to them. For instance:
- Ask what “purpose” means to them personally.
- Invite them to co-create their own career development paths.
- Check in regularly on how they prefer to receive feedback.
- Explore their preferences around remote or hybrid work setups, some may thrive in the office, others may value the autonomy of working from home.
The goal isn’t to have all the answers, but to start a conversation. When younger employees feel heard and understood, they’re far more likely to stay, engage, and grow with the business.
Pro Tip: Use LifeStars’ age filters to compare responses. You might find that while Gen Y prefers career development, Gen Z prioritises mental wellness.
Generational Empathy is the New Leadership Superpower
The best leaders aren’t those who have all the answers, but those who are willing to ask better questions.
Empathy doesn’t require knowing what it’s like to be 25 again, it requires curiosity and care. When Gen X leaders approach younger teams with openness rather than assumptions, they build trust, loyalty, and long-term success.
Co-create solutions instead of imposing them. Show vulnerability. Admit you don’t have all the answers.
Use tools like LifeStars to listen consistently, not just when problems arise. I’ll admit the concept of vulnerability was one I struggled with initially. Growing up watching Arnie, Bruce Willis and Rocky; they didn’t shout “be vulnerable”. I discovered Brené Brown via a podcast, and I think Gen X leaders could benefit from reading her work. Here’s a summary:
Her core message is that vulnerability is not weakness, rather, it’s the foundation of courage, connection, and creativity.
1.Vulnerability = Courage
Vulnerability involves emotional exposure, risk, and uncertainty. Whether it’s starting a new job, expressing an unpopular opinion, or saying “I love you” first, it takes real courage.
2. Shame vs. Guilt
Shame says, “I am bad”; guilt says, “I did something bad.” Brown emphasises that shame is destructive and silencing, while guilt can be constructive and lead to growth.
3. Wholehearted Living
Living wholeheartedly means embracing vulnerability, practicing self-compassion, and letting go of perfectionism and fear of judgment.
4. Empathy as an Antidote to Shame
Brown teaches that empathy, not sympathy, is key to helping people out of shame. Empathy involves connecting with someone’s experience rather than trying to fix it.
5. Daring Leadership
In her leadership work, she shows that teams perform better when leaders are open about uncertainty and allow others to show up as their full selves. Psychological safety begins with vulnerability at the top.
I read her 2018 book, ‘Dare to Lead’- it’s a good read. I’d also recommend her Ted Talk, The Power of Vulnerability. You can watch that here. Brené is also a qualitative researcher – we like those guys at Spark!
Ready for a challenge?
I summon any Gen X manager reading this to ask themselves a few questions, as follows:
- How empathetic am I in work? Especially to younger employees?
- How many assumptions do I make, just based on my own experiences?
- How vulnerable am I in work? What impact does this have on my colleagues, especially when it comes to making big decisions?
- How engaged are my younger employees versus my older ones? How much do I know about the drivers of the different levels of engagement?
- Who is Maya Jama anyway?
If you don’t have all the answers, that’s fine. It’s actually normal. However, as anyone of that age working in business will know once you spot the issue it’s now incumbent on you to try to solve it. Hiding in a corner listening to Nevermind won’t make the problems go away; no matter how enjoyable an afternoon that sounds. It’s time to take action, just like Arnie! (But maybe with fewer grenades).
LifeStars Team: Turning Listening into Action
With LifeStars, closeness is no longer a vague HR goal, it’s a tangible, trackable practice. LifeStars Team:
- Sends short, regular surveys that take under a minute.
- Rewards participation to keep morale high.
- Turns anonymous feedback into actionable insights.
- Highlights generational trends so leaders can adapt in real time.
The generation gap in the workplace is real, but it’s not a barrier. It’s an opportunity.
For Gen X leaders across the UK and Ireland, the choice is clear: stick with assumptions and risk disengagement or use modern tools like LifeStars to build a culture of curiosity, respect, and responsiveness.
Remember your team doesn’t expect you to be just like them, as that would be a boring workplace, however, they do expect you to care enough to ask.
Get in touch today to see what LifeStars Team is all about and discover what your people in really need to thrive, no matter what generation they are.