Leading Across Generations in a Changing Workplace

Business leaders today face the complex task of bridging generational divides in a workplace where technology, evolving expectations, and rapid change can magnify differences. 

From contrasting comfort levels with AI to varied views on communication, career progression, and mental health support, each generation brings unique needs — and valuable strengths. The challenge lies in equipping leaders with the self-awareness, empathy, and communication skills to unite employees of all ages under a shared vision, transforming potential friction into collaboration and opportunity. 

Shawn Johnson, a generational leadership expert, speaker, and trainer, will address how inclusive leadership can be adapted across multiple generations in the workplace during a session on Oct. 29 at SHRM BLUEPRINT 2025 in Louisville, Ky.  

The event will be available to registered attendees. Johnson briefly discussed her upcoming session with SHRM.  

SHRM: What are the most pressing generational challenges in the workplace today? 

Johnson: Constant change has a way of magnifying generational differences because each age group responds in its own way. Today’s leaders are challenged with casting a vision for change that resonates with every generation — and connecting that vision to values each group can identify with. 

Disruptive technologies, like artificial intelligence, bring their own complexities. Older generations may feel less comfortable or question the need for certain tools, while younger generations often depend on them. Each group has valid — but different — concerns about new technology and how it should be used. 

Work expectations also vary widely. Generational experiences shape views on communication, feedback, work hours, attendance, promotions, and even the level of employer support for mental health and burnout. And ageism is a persistent challenge — affecting both the youngest and the most experienced in the workplace. 

Perhaps the most pressing issue is equipping leaders to confidently lead, motivate, and communicate across generations. Many feel unprepared to manage those with more experience while also meeting the needs of younger workers who may require greater support. 

Ultimately, these challenges all come back to one thing: having the right people in place and a shared commitment to developing leaders at every level. 

Toolkit: Managing Organizational Communication

SHRM: How can employers best adapt leadership styles for greater connection and engagement across age groups? 

Johnson: First, great leadership starts with leading yourself well. That means knowing your own leadership style and strengths and continually growing in emotional intelligence and empathy. 

Next, leaders must be aware of their own biases. This requires honest self-reflection and a willingness to ask for feedback — and just as importantly, to receive that feedback with grace. Leaders who can do this create a culture where openness and growth are possible. 

Because organizational climate flows from the top, leaders must be intentional about fostering a safe, positive environment where curiosity is encouraged and stereotypes are discouraged. They model the respect and openness they expect from others, viewing generational differences as opportunities to increase understanding and collaboration. 

Strong leaders listen deeply and ask questions that seek genuine understanding. They look beyond surface behaviors to uncover the real issues, and they treat each person with respect for the value they bring. 

Communication is key. Leaders should develop the skills to give feedback, coach, and have difficult conversations with kindness and clarity — while making a habit of offering positive reinforcement.  

At the heart of it all is trust. When leaders show genuine interest in each individual, they lay the foundation for stronger connections and higher engagement across all generations. 

Event: SHRM BLUEPRINT 2025

SHRM: What will attendees take away from your session?  

Johnson: Attendees will leave this session with a deeper understanding of why generational differences exist and how each generation’s unique story and paradigms shape the way they approach work. They’ll gain an appreciation for the strengths every generation brings to the table — seeing age diversity as a source of opportunity, not tension. 

Leaders will learn how to identify their own biases that may be limiting their ability to lead effectively, along with practical strategies to address them. They’ll discover simple yet powerful ways to spark curious conversations — dialogues that foster mutual understanding and appreciation for both the individual and their generation — ultimately resulting in stronger, higher-performing teams. 

Attendees will also explore how to build loyalty and commitment by connecting people to a common vision that transcends generational lines. They will leave with tools for giving more effective feedback, developing coaching skills, and navigating even the toughest conversations with clarity and empathy. 

Most importantly, they’ll be equipped to lead with a balance of confidence and humility —creating an environment where people of all ages feel valued, respected, and inspired to give their best. This isn’t just about managing differences — it’s about leveraging those differences to create a workplace where everyone can thrive.