Building Teams That Work: Beyond Generational Stereotypes

Let’s talk about building brilliant teams without getting stuck in outdated generational stereotypes. After all, we’re all individuals, and great managers know that success comes from understanding and adapting to each team member, not lumping people together based on the year they were born.

The Myth of Generational Labels

We’ve all heard the clichés: “Gen Z is glued to their screens,” “Millennials are entitled,” “Boomers resist change.” But let’s be honest—making assumptions based on age alone is as useful as judging a book by its cover. Not only is it inaccurate, but it can also lead to biased decision-making (which, let’s face it, could also land you in hot water from a discrimination perspective). The best leaders look beyond these lazy labels and focus on the person in front of them.

Cyril Boisard, Director of People at Workleap, sums it up perfectly:

"We should shift away from making HR decisions based on generational labels... By concentrating on meaningful moments rather than relying on generational stereotypes, we can develop more thoughtful and personalised HR policies that truly support our people at different stages of their lives."

In plain English? Treat your team members as the unique individuals they are, each with their own stories, strengths, and needs.

Traits of High-Performing Teams

So, what makes an effective team? Spoiler alert: It’s not about age—it’s about creating an environment where everyone can thrive. High-performing teams tend to share these key traits:

Trust and Psychological Safety: When people feel safe to speak up without fear of judgment, they share ideas, admit mistakes, and collaborate openly.

Clear Communication: Keeping everyone in the loop prevents misunderstandings and keeps the team moving forward together.

Diverse Perspectives: A mix of backgrounds, experiences, and, yes, ages leads to richer ideas and more innovative solutions.

Shared Goals: When everyone is rowing in the same direction, navigating challenges and celebrating successes becomes a collective effort.

Mutual Respect: Valuing each team member’s contributions fosters a positive and productive work culture. This is crucial for me, and what’s interesting is the misconception that age automatically equals respect, but this is definitely being challenged and one to really develop both ways.

By focusing on these traits, managers can build teams that are not just effective but also resilient and adaptable.

The Reality of Dysfunctional Teams

On the flip side, when teams lack cohesion, things can unravel quickly. We’re all familiar with Patrick Lencioni’s ‘Five Dysfunctions of a Team’ which outlines some of the common pitfalls:

Absence of Trust: Without trust, people hesitate to ask for help or admit mistakes, stifling collaboration.

Fear of Conflict: Avoiding healthy debate leads to poor decision-making and simmering resentment.

Lack of Commitment: When team members aren’t genuinely invested, projects lose momentum and direction.

Avoidance of Accountability: Without clear expectations, responsibilities get dodged, and blame gets passed around.

Inattention to Results: Prioritising individual success over team achievements derails collective goals.

The challenge for leaders is recognising that these dysfunctions manifest differently in different individuals. Spotting and addressing them is crucial for getting the team back on track.

Embracing Individuality in Management

So how to embrace individuality, regardless of age? The best managers are like skilled conductors—bringing out the best in each musician to create a harmonious symphony. They understand that each person, regardless of age, brings unique strengths and perspectives. With an awareness of this, combined with an understanding of Human Factors that impact (sometimes unknowingly) everyone’s performance and attitude each day, leaders can start to really bring a team together.

Heather Walker, a senior data scientist at Culture Amp, highlights this well:

"Blaming generational attitudes overlooks the structural issues that affect everyone, regardless of age... The problem isn't about age—it's about a failure to adapt to evolving employee expectations like flexibility, meaningful work, and career development."

In other words, successful teams aren’t about generations—they’re about understanding and supporting individuals.

However…

Having said all of that, and while we should avoid lazy stereotypes, there are some emerging broad trends that HR leaders are seeing with different generations and their varied approaches to work, communication, and leadership. 

1. Attitudes to Work

Boomers and Gen X often value loyalty, job stability, and long-term commitment, viewing work as a core part of their identity while prioritising responsibility, career progression, and clear work-life boundaries.

Millennials and Gen Z tend to prioritise work-life balance, flexibility, and purpose-driven roles, valuing career growth and learning opportunities over job security, while expecting rapid progression and meaningful feedback.

In practice?  A Baby Boomer might stay in the same company for 15+ years, valuing stability, while a Millennial or Gen Z employee might change jobs every few years to gain new experiences.

2. Communication Styles

Boomers and Gen X prefer face-to-face meetings or phone calls for important discussions, valuing formality and professionalism in workplace communication and finding excessive emojis, abbreviations, or casual tones unprofessional.

Millennials and Gen Z are more comfortable with instant messaging, emails, and video calls than in-person meetings, preferring concise, direct communication and often using GIFs, emojis, and informal language in workplace chats.

In practice? A Gen Z employee might send a Slack message with an emoji to check in, while a Gen X manager might prefer a scheduled call or a detailed email.

3. How They Take Direction

Boomers and Gen X typically expect clear, structured guidance from leadership, are comfortable with top-down management styles, and respect hierarchy and seniority, viewing experience as a key leadership trait.

Millennials and Gen Z prefer collaborative leadership, look for coaching and mentorship over direct instructions, and value transparency and purpose, wanting to understand the "why" behind tasks.

In practice? A Gen X manager might say, “Here’s the process, follow these steps,” while a Millennial or Gen Z employee might ask, “Can we try a new way? What’s the bigger picture behind this task?”

The answer? Flexibility and Mentorship are routes to cohesion

In short, flexibility isn’t just a workplace trend—it’s essential. And recognising that team members, whether they’re 27 or 42, might be navigating similar life events—like parenthood or further education—helps managers create a more supportive and adaptable work culture.

Mentorship also plays a key role. It’s not about older employees guiding younger ones—it’s a two-way street where knowledge and insights flow freely. Learning from each other, rather than assuming one way is best, strengthens the whole team.

At the end of the day, successful teams aren’t about generational categories; they’re about connection. By ditching the stereotypes and focusing on individual strengths, managers can build teams that are high-performing, cohesive, and happy.

So let’s celebrate differences, learn from one another, and create workplaces where everyone—regardless of when they were born—can thrive. Because great teams aren’t built on generational labels. They’re built on trust, respect, and a whole lot of collaboration.

Here’s to teams that are as dynamic and diverse as the world we live in!