A few weeks ago, my colleague and I had a discussion about respect in the workplace. We talked about how difficult it is to manage across generations when you are much older or younger than your team. My colleague didn’t understand why his direct reports responded to his voicemails with emails instead of calling him back, whereas I didn’t understand his preference for phone calls when the same information could be communicated via text. Our disagreement shed light on a challenge that is common in today’s workforce: learning how to collaborate with and appreciate the unique preferences, habits, and behaviors of colleagues who grew up in different times than ourselves.

With 70.72% of its population in productive age (15 to 64), Indonesia is enjoying a demographic bonus, which is hoped to help the country achieve its golden period in 2045. Gen Z (born between 1997 and 2012) is currently the biggest generation group in Indonesia with 27.94% of the total population or 74.93 million people. Their significance might even be bigger than that of the millennials, which makes up the second largest generation in Indonesia with 25.87% of the total population or 69.38 million people (IDN, 2024).

Also in Sorong, the easternmost of Indonesia, Gen Z is a significant demographic, representing a substantial portion of the population.  Boomers, born between 1946 and 1964, are the first generation born after Independence and have witnessed firsthand the struggles and successes of Indonesia. On the other hand, Gen Z, born between 1997 and 2012, are considered digital natives, shaped by digitalization, social media and rapid technological advancements. Their comfort with technology and willingness to embrace change make them natural innovators, adept at finding creative solutions to complex problems.

From a business and organizational perspective, boomers represent invaluable institutional knowledge, and Gen Z, with its technological proficiency, innovative thinking and boundless enthusiasm, represent the future. The interplay between these two generations has the potential to create fertile ground for sustained growth and value creation; however, this potential is not without its challenges.

To harness the full potential of this intergenerational powerhouse and benefit from the rich diversity, organizations must be proactive in fostering a culture of mutual respect. A leader can start with the following essential actions.

1.  Respect boundaries.

The most challenging feat we may face as a leader of both older and younger employees will involve respecting the varied boundaries of each of our team members. Younger generations tend to be more progressive about social issues, as well as more comfortable talking about topics that were previously considered taboo in the workplace (Waldman, 2021).

In order to create the kind of environment in which every person feels willing to ask for help and share their best ideas, a leader need to prioritize psychological safety. People come to these conversations with different experiences and varying levels of willingness to engage. The role of the leader is to provide ongoing opportunities to have these discussions — not to force people to a particular point of view.

It is suggested facilitating discussions about the shared norms that work best for our team — rather than defaulting to the way things have always been done or favoring the preferences of one age group over another (Waldman, 2021). As a leader, we can also try to create change at the organizational level by talking to our employer about developing initiatives that encourage both older and younger generations to connect and share their expertise, such as mutual mentoring programs.

2.  Get upskilling right.

The need for upskilling has never been more critical as rapid advancements in artificial intelligence (AI) and automation continue to redefine job roles. While Gen Z remains optimistics about AI’s potential, new research reveals they can sometimes overestimate their proficiency (Stickland, 2024). At the same time, Gen X and Millennial employees may view AI in another light entirely and require personalized training that speaks to their experience with technology.

To bridge these gaps, a leader need to prioritize continuous learning by offering personalized training that not only addresses knowledge disparities but also aligns with the different ways people acquire new skills.

3.  Communicate our preferences openly.

We shouldn’t expect our reasons for approaching our work in particular ways to be clear to people who have grown up and started their professional lives at different points in time. Instead, we should be talking openly to one another about our preferences, particularly when it comes to methods of communication (George, Baskar and Srikaanth, 2024).

A leader of multiple generations can set the example by helping their team members find ways to clearly communicate with each other. Just as there is no right or wrong work style, there is no right or wrong method of communication. If we have direct reports who are both older and younger than you, ask your employees what kind of interactions feel most comfortable to them. Compromise is key to finding a non-judgmental middle ground, so try to think of our differences as learning opportunities.

For example, we might switch between methods of communication depending on the goal of the conversation. Exchange text or emails for a faster, more efficient approach, but meet face-to-face when the conversation calls for added intimacy and relationship-building.

4. Encourage multigenerational collaboration.

While there is considerable focus on the needs of the younger generation, each generation brings unique experiences, and their combined knowledge can spark innovative solutions. With talent pools shrinking, and people staying at work longer, collaborating across generations is essential. This means creating multi-generational teams, breaking down hierarchies, letting go of biased generational stereotypes and accepting that each generation brings new ways of thinking. Generational divides can emerge as barriers, but a leader that can help the workforce cross these divides will benefit from a unique opportunity to foster innovation and build resilience (Vorecol, 2024).

5.  Don’t play favorites.

Finally, to create a culture in which people of all ages can be vulnerable and learn from one another, it is advised that a leader create an inclusive decision-making process that encourages open dialogue (Truncale, 2025).

During meetings,  we go the extra mile to make sure every voice is heard and considered. While this is typically a good practice, those leading multi-generational teams may face unique challenges. For instance, one study of more than 6,000 millennials revealed that 50% of participants questioned their capacity for success in the workplace, making them twice as worried about their skillsets than older generations.

In my experience, these fears can result in the desire to prove ourselves, especially in group settings. Myself and my peers often share our opinions and perspectives without necessarily being asked to. I have also seen our desire to be heard misinterpreted as arrogance by more seasoned workers and managers. Members of older generations are sometimes quick to overlook us, citing our lack of expertise.

If we notice these patterns unfolding in our own meeting, or we notice yourself enacting these biases, change our approach. The next time we become frustrated with our younger employees for being outspoken, catch ourself. Rather than shutting them down, give them space to respectfully demonstrate their abilities by asking questions. Likewise, if an older worker is quick to dismiss a younger team member, address it by suggesting the younger team member speak up in the moment. For example, we might say, “Did you have an idea you wanted to add, Rahmat?”

All in all, there are ways to bridge the generational gap. It begins with communication, humility, and a deeper curiosity about the strengths and limitations of our team members and ourselves. It begins with the acceptance that we are fundamentally different people with equally valuable insights to offer. It ends with respect and understanding. It ends with progress.

Evan Widyatama - Head of State Asset Management and Auction Services Office Sorong

References:

George, S., Baskar, T. and Srikaanth, B. (2024) “Bridging the Generational Divide: Fostering Intergenerational Collaboration and Innovation in the Modern Workplace” Partners Universal International Innovation Journal (PUIIJ), 02, 03, 198-217. Available at: https://www.researchgate.net/publication/381635088_Bridging_the_Generational_Divide_Fostering_Intergenerational_Collaboration_and_Innovation_in_the_Modern_Workplace (Accessed: 6th May 2025).

IDN Research Institute (2024) Indonesia Gen Z Report. Available at: https://cdn.idntimes.com/content-documents/indonesia-gen-z-report-2024.pdf (Accessed: 7th May 2025).

Stickland, A. (2024). Bridging the Generational Gap in Communication. Adele Stickland. https://adelestickland.com/generational-communication/

Truncale, J. (2025) Tomorrow’s Workforce Changed Yesterday – Now What for Businesses that want to be future-ready? Available at: https://www.weforum.org/stories/2025/01/workforce-change-future-ready-businesses/ (Accessed: 7th May 2025).

Vorecol (2024) How does Cross Generational Teamwork Enhance Workplace Culture. Available at: https://vorecol.com/blogs/blog-how-does-crossgenerational-teamwork-enhance-workplace-culture-201640 (Accessed: 6th May 2025).

Waldman, E. (2021) How to Manage a Multi-Generational Team. Available at: https://hbr.org/2021/08/how-to-manage-a-multi-generational-team (Accessed: 6th May 2025).