Why managers must evolve to bridge the workplace gap

One manager recently confessed that managing her Gen Z team sometimes feels like decoding a foreign language. “They’re not rude,” she clarified, “they’re just blunt. They ask why we do things a certain way, and they’re not afraid to suggest alternatives. It’s refreshing, but also exhausting.”

That’s the quiet truth behind many boardroom doors today. Across industries (and political scene!), leaders are trying to bridge an invisible yet widening gap between generations.

The multigenerational workforce now spans up to five generations - from Baby Boomers to Gen Z - and each group brings its own expectations, communication style, and worldview. While diversity of thought is a strength, it can also be a source of friction.

According to a recent Deloitte report, 49 percent of leaders say generational differences are already affecting workplace culture and productivity.

Gen Z, for instance, tends to prioritise purpose, mental health, and transparency. They expect psychological safety and work-life balance, not just as perks but as non-negotiables. Meanwhile, older generations may value loyalty, hierarchy, and the idea that resilience means showing up, regardless of how you feel.

The problem is, many workplaces are still managed through frameworks built in the 90s - suitable for a different world, for a different type of worker.

Today’s younger employees want less supervision and more coaching. They expect to understand the “why” behind decisions. They are also less afraid to walk away from environments that don't align with their values.

But it’s not just about values; it’s about communication. A quick Slack message might feel too abrupt to a Gen X manager, while a formal email chain can feel unnecessarily stiff to a 25-year-old employee. Add cultural nuance to that, and things get more layered.

The solution isn’t to pick a side. It’s to reframe leadership altogether. Empathy is no longer a “soft skill” - it’s a strategic one. Leaders must learn to listen without defensiveness, to adapt their communication style, and to create inclusive norms that allow all generations to feel seen and valued.

That could look like setting shared expectations around feedback, revisiting outdated policies or practices, or even offering reverse mentoring, where younger employees help their managers stay attuned to emerging trends.

And yes, some of it will feel uncomfortable. But discomfort is where real leadership begins.

What’s clear is this: the future of work will not be led by authority alone. It will be shaped by those who can connect, relate, and evolve. Leaders who can bridge generational differences won’t just manage better teams—they’ll build stronger, more resilient cultures.

The writer is a senior HR consultant and founder of Jobonics HR.