Johnny C. Taylor Jr. answers workplace questions every week on USA TODAY. Taylor is president and CEO of SHRM, the world’s largest human resources professional organization, and author of Reset: A Leader’s Guide to Work in an Age of Upheaval.
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question: The team I lead has a wide generational gap and we have very different preferred communication styles, which leads to misunderstandings on a regular basis. How do you set standards without making anyone feel singled out or ignoring different ways of working? – Cameron
Answer: First, focus on performance, not age. The goal is not to reconcile generational preferences. It’s about ensuring teams communicate in a way that supports clarity, accountability, and results.
For the first time in history, six generations are working side by side. That diversity brings valuable perspectives and experiences, but also very different communication habits. Some employees prefer quick messages and informal updates. Some people prefer structured emails, scheduled meetings, or detailed documents. Most misconceptions across generations are not about ability or intent. They are about assumptions. People default to what feels natural to them.
Your responsibility as a leader is to first establish communication norms that work for you. Personal preferences are important, but team effectiveness is even more important. The standards you set should answer a simple question: “What communication methods will help this team perform at its highest level?”
Start by setting clear expectations tied to your business needs. Define what should be in a meeting, what should be included in an email, when instant messaging is appropriate, and what is considered urgent. Shared norms eliminate guesswork and reduce the likelihood that someone will feel like they are being treated differently. It’s not targeting a specific generation. You are creating something clear for everyone.
Model flexibility is equally important. The leader sets the tone. Demonstrating a willingness to adjust your style reinforces the idea that everyone shares responsibility for effective communication. At the same time, flexibility does not mean lowering standards. If someone repeatedly misses information because they refuse to engage with an agreed-upon channel, it becomes a performance issue, not a generation issue.
You can also invite your team to the conversation. Focusing on efficiency rather than age can be productive. “Sometimes communication doesn’t work. Let’s agree on norms that will help us collaborate better.” When people help form expectations, they’re more likely to uphold them.
Generational diversity can definitely be an asset. However, expectations are most effective when they are clear and consistently applied. The goal is not uniformity. It’s a shared responsibility. Once that’s in place, differences in style stop being a problem and start to become strengths.
The views and opinions expressed in this column are those of the author and do not necessarily reflect those of USA TODAY.
