Ask Johnny: How Do I Lead Across Generational Communication Gaps?

SHRM President and Chief Executive Officer Johnny C. Taylor, Jr., SHRM-SCP, answers your workplace questions each week. Do you have a work-related question you’d like him to answer? Submit it here.

I lead a team with a large generational divide, and their preferred communication styles vary widely, leading to regular misinterpretations. How can I set standards without singling anyone out or dismissing different working styles? — Cameron

Start by focusing on performance, not age. The goal isn’t to reconcile generational preferences; it’s to ensure your team communicates in ways that support clarity, accountability, and results.

For the first time in history, as many as six generations are working side by side. That diversity brings valuable perspective and experience, but it also brings very different communication habits. Some employees prefer quick messages and informal updates. Others favor structured emails, scheduled meetings, or detailed documentation. Most misunderstandings across generations aren’t about competence or intent; they’re about assumptions. People default to what feels natural to them.

As a leader, your responsibility is to establish communication norms that serve the work first. Personal preferences matter, but team effectiveness matters more. The standards you set should answer a simple question: What communication methods help this team execute at the highest level?

Start by setting clear expectations tied to business needs. Define what requires a meeting, what belongs in an email, when instant messaging is appropriate, and what qualifies as urgent. Shared norms remove guesswork and reduce the chance of singling anyone out. You’re not targeting a generation; you’re creating clarity for everyone.

It’s equally important to model flexibility. Leaders set the tone. When you show a willingness to adjust your own style, you reinforce the idea that everyone shares responsibility for effective communication. At the same time, flexibility doesn’t mean lowering standards. If someone repeatedly misses information because they refuse to engage with agreed-upon channels, that becomes a performance issue, not a generational one.

You might also invite the team into the conversation. Framing it around effectiveness rather than age can be productive: “We’ve had some communication breakdowns. Let’s agree on norms that help us collaborate better.” When people help shape expectations, they’re more likely to support them.

Generational diversity can absolutely be an asset. But it works best when you set clear expectations and apply them consistently. The objective isn’t uniformity; it’s shared accountability. When that’s in place, differences in style stop being a problem — and start becoming a strength.