Tips for Zoomers on Communicating with Older Bosses

Contents:

• Causes of intergenerational conflicts in the work environment
• Establishing communication with a manager from a different generation

Clinical psychologist and expert of the Alter service Yulia Pestereva shared her observations about the differences in the mentality and value orientations of employees.

In modern companies, three, and sometimes four generations of workers work simultaneously. Each of these generations has its own unique values, life attitudes, and methods of performing their professional duties.

In this text for the editorial office of "Management" from Skillbox Media, I will share tips on how to improve communication with your boss if you belong to Generation Z and he belongs to Generation Y or X. First, we will explore the causes of possible disagreements, and then discuss ways to prevent them.

Causes of conflicts between generations in the workplace

While the presence of people of different ages usually helps to strengthen the team, it can also lead to conflicts. Young professionals from Generation Z, who were born after 1997, especially often face such situations.

The desire for flexibility, self-fulfillment, and equality expressed by young workers sometimes clashes with the views of managers of older generations. For the latter, discipline, hierarchy, and organizational loyalty remain paramount. As a result, young professionals often describe Gen X and millennial bosses as authoritarian, lacking respect for personal boundaries, and lacking empathy.

What caused Zoomers to develop a certain opinion of the older generation? The time when their predecessors grew up and developed coincided with the Soviet and post-Soviet eras. Organizations of that era were characterized by a strict hierarchy. In such an environment, management was always considered unconditionally right, and subordinates were expected to strictly follow established rules, demonstrating discipline and obedience.

At that time, the principles of work-life balance were little known. On the contrary, a culture of intense work and self-sacrifice for the common good prevailed in society. People from older generations grew up in an environment where prioritizing personal interests over collective ones was perceived as shameful and condemned by society.

The influence of these circumstances contributed to the development of a certain value system among managers of older generations, according to which the interests of the company were considered a priority, and employees were expected to put them first. In such a culture, the authority of management is perceived as absolute, and refusing additional working hours is considered unacceptable.

Undoubtedly, the views and expectations of this group differ significantly from the principles held by young professionals belonging to Generation Z. For them, the key priority is the opportunity to realize their potential, and they are unwilling to sacrifice their comfort and personal time for the sake of the company's interests. This often leads to conflicts if the manager does not share this point of view.

Establishing Communication with a Manager from a Different Generation

Here are some recommendations to help prevent conflicts and establish positive relationships with colleagues, regardless of their age group.

Evaluate the experiences and values ​​​​of previous generations with due respect. Leaders belonging to the Millennial, Gen X, and Boomer generations were formed in a completely different context. Their perception of work combines elements of anxiety, responsibility, and the belief that they must be patient and prove their value to the organization. Aspects such as confidence in the future, social status, and recognition from others are important to them. Directly contrasting your beliefs with those of others does not promote mutual understanding. This does not mean remaining silent, but in the process of communication, it is preferable to avoid openly challenging the manager's opinions. Instead, focus on finding compromise solutions that align your views with theirs. Study the characteristics of subordination and corporate culture that exist in the organization. Generation Z prefers horizontal and open forms of communication, while more mature employees value distance and respect for hierarchy. An overly informal approach to communication may be perceived by management as familiarity and a lack of seriousness.

At the first stage, it is important to establish contact in a more formal format: adhere to the chain of command, express gratitude for feedback, and clarify expectations. If you then notice a positive reaction, you can move on to more informal communication.

Take initiative and demonstrate responsibility. Many bosses express dissatisfaction with young people, noting: "They constantly talk about their needs, but are not eager to take on additional responsibilities." Indeed, representatives of Generation Z often try to preserve their own interests, but this position sometimes leads to a decrease in trust in them.

Regularly demonstrating your concern not only for your own interests, but also for the company's affairs is an important aspect. This approach helps build trust and respect from colleagues and management, which, in turn, creates the basis for open communication.

Strive to find common interests. The difference in work styles between Generation Z and Boomer, Gen X, or Millennial managers is noticeable. However, focusing solely on conflicts will only hinder communication.

Regularly highlight areas where your interests align with management's. This will help establish a solid foundation for mutual understanding and reduce tension in your relationship.

Don't overthink feedback. Many members of Generation Z react strongly to criticism, especially if they perceive it as cold and insensitive. Young workers often interpret it in their own way, for example, by concluding, "I feel completely unappreciated here."

Managers from older generations often lack the skills to provide constructive feedback, and this can be explained by their upbringing. It's important to remember that "dry" feedback isn't always a sign of disrespect, disdain, or arrogance. In most cases, this is due to the difficulty managers experience in expressing criticism while remaining empathetic and supportive.

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