Q: My middle managers are frustrated with Gen Z employees who wear headphones in the office and prefer texting to phone calls. These habits seem unprofessional to them and are becoming quite bothersome. What steps can I take to address this?

A: Excellent question. With changing demographics, the topic is becoming increasingly significant. As people are working longer and family sizes decrease, older employees are more prevalent in the workforce, while new generations introduce fresh perspectives and behaviors.

Your managers need to learn strategies for effectively leading a multi-generational workforce, ensuring each generation can contribute to their fullest potential.

Recent research conducted by our institute revealed that managers often show a bias towards hiring younger employees over those aged 50 and above, who are perceived to be less tech-savvy and more prone to health issues. Conversely, younger employees are sometimes seen as hesitant to go beyond their job descriptions.

First, consider evaluating your workforce expectations. Are your middle managers responding to your own criticisms regarding younger employees favoring email or messaging over phone calls with clients? Or are they imposing their standards of acceptable behavior on younger colleagues?

Identifying the Core Issue

Once you have established clear expectations, focus on what your business and customers need. If phone communication is essential regardless of age, make sure this is clearly communicated to your staff.

If not, perhaps it’s an opportunity to encourage your managers to embrace the positive aspects of generational differences, promoting inclusivity and avoiding the pitfalls of groupthink.

Regarding headphone usage — are managers concerned that younger staff are missing out on vital office interactions or conversations?

If so, discuss headphones as a potential distraction. If not, and if some employees find them helpful for concentration, managers should recognize that Gen Z is simply different, not better or worse.

Creating Cross-Generational Teams

Different generations bring varied ideas and work approaches. The most effective workplaces blend these strengths.

Encourage collaborative problem-solving across generations, a strategy I refer to as “forming teams on the diagonal.” Younger employees gain from the experience, resilience, and feedback from their older colleagues, while older employees benefit from an infusion of innovation and energy.

Reverse mentoring programs, particularly when involving participants from different departments, can also be quite effective.

Leadership Transition

Occasionally, one generation may need to yield to the next for the organization’s progress. The recent US presidential election campaign is a case in point. Chief executives often express concerns about long-serving middle managers stifling innovation. Training managers to adapt to diverse cultures and values is crucial, and sometimes, stepping aside to let others lead is necessary.

Ann Francke is the chief executive of the Chartered Management Institute.