Not Just Boomers: Every Generation Has Work to Do

The criticism and commentary about how older generations need to adapt to the work expectations of Millennials and Gen Z has been extensive. The narrative often sounds like a one-way street: Baby Boomers and Gen X must soften their feedback, embrace new technologies, be more emotionally aware, and rewrite decades of leadership norms in the name of inclusivity and progress.

It is true that the world is always changing, and leaders must change with it, but this conversation is incomplete if we don’t accept that generational adaptation must be mutual.

The burden of empathizing and adapting doesn’t rest solely on the shoulders of those who’ve been here the longest. It is also a responsibility of younger generations to recognize the value, perspective, and institutional memory older generations bring to the table.

When I, as a Gen-Xer, entered the workforce I understood that I was a rookie. I knew I brought value to the table, but I also knew that as a baby lawyer I was not empowered to take the lead, speak up first, or be recognized. I acknowledged I needed experience before being trusted on my own, given the high stakes.

I did not always like it, and I did not always agree with the people I worked with, but their perspectives and experiences were invaluable in developing my own expertise and approach to work. You may say I was “paying my dues,” but looking back, what I was really doing was learning how the real world worked, something that only those who were experienced could teach me.

There’s a temptation to view traditional communication styles and hierarchical leadership as relics of a bygone era. But behind those systems are innovative people who built them out of necessity, experience, and a deep understanding of what was needed.

Older leaders bring hard-won wisdom. They’ve navigated economic recessions, major societal shifts, and the evolution of industries over decades. They’ve led through uncertainty without the luxury of instant data or AI-generated answers. They’ve learned to make decisions with incomplete information and to take accountability when things go wrong.

This kind of leadership doesn't show up in a social media feed or Slack thread, but it's invaluable. And it deserves respect.

Just as older generations are learning to recognize the emotional needs and values of younger colleagues, younger generations must extend their empathy to those who may not express themselves the same way, but who are trying to contribute meaningfully.

That Boomer who gave you direct feedback without a compliment sandwich? Maybe she comes from a culture where feedback was simply a tool for professional growth, not personal criticism. That Gen-Xer who’s less enthusiastic about flexible work arrangements? Maybe he spent 20 years proving himself in a rigid structure and sees in-person time as necessary to build trust.

We all have blind spots. The goal is not to assign blame to one generation or crown another with the moral high ground. It’s to foster mutual understanding and respect and that requires effort from everyone.

The most effective workplaces don’t just tolerate generational differences, they leverage them to maximize everyone’s strengths. That means creating space for new ideas and respecting what has worked in the past. It means encouraging innovation while remembering that reinvention doesn’t always mean improvement.

Let’s retire the narrative that only older generations need to evolve. A productive workplace cannot be a stage for generational resentment, it must be a place for generational collaboration. And for that to happen the burden of empathy and adaptability must be shared.