Does a generational divide really impact your comms?
There’s no denying that our workplaces today are more generationally diverse than ever. And they all have funky names that make it even harder to delineate. We have Traditionalists and Boomers through to Gen X, Millennials, Gen Z, and the emerging Gen Alpha. Truthfully, it’s a fascinating time to be amongst the varying life experiences, working styles, and communication preferences.
Though at first glance, you might think this is a goldmine for communicators because so many segments means you’d have so many opportunities to tailor messages. But, does this generational divide in communication come with its own unique set of challenges, or if we are buying into a narrative that’s more stereotype than substance?
Let’s take a look at what really works when it comes to communicating across generations, starting with what these generational stereotypes are:
Traditionalists – born 1925–1945 and, Baby Boomers – born 1946–1964. Stereotype: both resist technology.
Gen X – born 1965–1980. Stereotype: prefer email and in-person meetings.
Millennials – born 1981–2000. Stereotype: need flexible work and regular feedback.
Gen Z – born 2001–2020. Stereotype: loves short-form video, hates phone calls, lack commitment and has the attention span of a bee.
Much like any characterisation of a broad audience, there is a problem: these generalisations risk overlooking the individual complexity and adaptability that unique people bring to work every day.
In fact, research suggests the differences between generations are much smaller than we’re led to believe. More often than not, it’s our belief in these generational differences that creates communication challenges, not the actual differences themselves.
So instead of defaulting to generational assumptions, communicators need a more thoughtful, inclusive approach. Here are three practices to keep in mind.
1. Check, before you choose
Knowing your audience doesn’t mean guessing based on birth year. It means genuinely finding out how people prefer to receive information, what formats they engage with, and what messaging resonates.
This might involve:
Setting up cross-sectional advisory groups to test communication approaches.
Reviewing analytics to see which channels actually get used, and by whom.
Drawing insights from engagement surveys or direct feedback loops.
Try not to assume that ‘older’ equals ‘email only’ or ‘younger’ means ‘just social media and memes’. Many Boomers are highly tech-savvy and many Gen Zers appreciate a well-crafted long-form article or face-to-face interaction.
The key is to validate your assumptions with data or direct input before locking in your comms strategy.
2. Manage your own biases, and identity others’
Bias is human and often unintentional, but communicators have a professional responsibility to identify and challenge it, both in our own work and in the work of those we support. Here are some common forms of bias that can show up in workplace communication:
Generational bias – Assuming preferences based on age rather than evidence.
Similarity bias – Trusting and valuing messages more from people “like us.”
Confirmation bias – Looking for evidence to support our assumptions, and ignoring data that contradicts them.
Halo effect – Letting one positive (or negative) trait colour all our perceptions of someone.
In-group bias / social proof – Aligning with the majority view within our peer group, even if it’s inaccurate or unfair.
These biases don’t just skew messaging. They impact relationships, team dynamics, and workplace trust which is why awareness, reflection, and actively questioning assumptions during planning, drafting, and review processes is critical to solving unintended biases.
3. Find your common ground
While it’s important to recognise individual differences, it’s just as critical to identify what unites your audience. Some preferences and values transcend generational lines. For example:
The desire for clear, respectful, and timely communication.
Appreciation for authenticity and transparency.
A human connection, often best delivered through storytelling.
Stories are a powerful leveler. Whether it’s a tale of a senior leader adapting to AI tools or a young employee leading a project with quiet determination, stories help break down stereotypes and build shared understanding.
Don’t forget, communication preferences are heavily influenced by organisational culture and leadership, not just personal demographics. People adapt based on what’s normalised and supported in the workplace. That’s where good communicators come in to set tone, offer structure and make space for diverse voices to be heard.
So while the general divide may seem real, it’s more likely that we can say there are differences across age groups, though they’re far more nuanced than a one-size-fits-all framework. By obsessing over generational labels, we risk missing what matters most: the individual.
When we do that, we’re not just bridging generational gaps; we’re creating more inclusive, psychologically safe, and high-performing workplaces.