Bridging Generation Gaps In Culture

Ageism might be the elephant in the room in internal communications. Too often, older professionals are quietly sidelined—seen as “out of touch” or “too traditional” just because they’ve been around longer. Their depth of experience, institutional memory, and resilience in a crisis get overlooked in favour of chasing the latest shiny tool. At the recent Communications Leadership Summit in Brussels 🇧🇪 organised by Mike Klein, IABC Fellow, IABC EMENA and Strategic, I was part of an insightful discussion around ageism. Many felt that older people were perceived as too expensive in a profession where we are always having to justify the value we bring. But ageism works both ways. We noted that we had seen younger colleagues dismissed as “green” or “not strategic enough,” even when they bring sharp insights into digital culture, emerging channels, and fresh creative thinking that organisations badly need. We might also be prejudiced in thinking younger people are better at adapting to new technology like AI, but it was noted that AI is now taking away a lot of the work that used to be done by junior comms people meaning that younger people need to adopt a new approach to finding work. The truth is perhaps simply that our teams do best when they blend both young and old. So how do we make sure we’re not unconsciously excluding talent on either end of the spectrum? 1. Challenge your assumptions. Don’t let stereotypes drive hiring or project allocation—test whether your perception is based on evidence or bias. 2. Mix up project teams. Create deliberate intergenerational collaboration so people can share skills both ways. 3. Mentor in both directions. Reverse mentoring works: younger colleagues help with emerging tech, older colleagues offer strategic and political nous. 4. Value impact, not age. Measure people by the outcomes they deliver, not the years they’ve worked. 5. Audit your culture. Are subtle jokes, comments, or policies privileging one age group over another? Internal comms is about connecting across differences. That starts in our own teams.

🚀 Exciting Times for Older Tech Talent! 🚀 As someone who has navigated the tech landscape for decades, I’m thrilled to share my latest article on a trend that's reshaping the industry: the rise of experienced technology professionals—many of whom are coming out of retirement—to tackle the challenges of the AI revolution. With a declining birth rate and an increasing demand for skilled workers, enterprises are finally recognizing the immense value of seasoned professionals in their 50s and 60s. These individuals bring a wealth of knowledge, business acumen, and a unique perspective that younger talent simply can’t replicate. From mentorship programs to flexible work arrangements, organizations are tapping into this gold mine of expertise, driving innovation and bridging the gap between technology and business strategy. Join me in exploring how embracing age diversity can be a game changer for companies looking to excel in the rapidly evolving tech landscape! #TechTalent #AI #HiringTrends #AgeDiversity #Innovation #Leadership #DavidLinthicum

The hardest meetings aren’t about goals or KPIs.They’re about generations How do you capture the essence of managing across generations in one page? It's like trying to fit five decades of work culture into a single meeting agenda. Understanding that a 22-year-old and a 62-year-old can look at the same email and see completely different messages. Realizing that "ASAP" means "within the hour" to some and "by next week" to others. The courage to say, "Mujhe samajh nahi aaya" (I don't understand) when a Gen Z team member uses a term you've never heard before. The wisdom to recognize when experience trumps innovation. And when it doesn't. Communication styles. They matter deeply. Some prefer a quick chat. Others a formal meeting. Some want Slack. Others still believe in memos. Flexibility matters. The kind that bends but doesn't break. The kind that allows for different working styles while maintaining team cohesion. Respect flows both ways. The seasoned professional who's weathered multiple recessions. The young graduate with fresh perspectives. Both carry wisdom in different packages. Patience. When explaining the same concept for the third time, but in a different way. When listening to stories that begin with "Back in my day..." When hearing "There's a much faster way to do this" for the fifth time that week. Assumptions are the silent killers of multi-generational harmony. "They're too set in their ways." "They're entitled and impatient." These thoughts creep in uninvited. The great managers show them the door. Values transcend birth years. Integrity. Hard work. Purpose. Recognition. These speak all generational languages fluently. The best managers we know create spaces where a Baby Boomer can mentor a Millennial on client relationships, while a Gen Z team member teaches everyone how to create content that resonates today. Feedback styles vary dramatically across generations. Some expect praise in public, criticism in private. Others want direct, unfiltered truth at all times. The art is knowing which approach works for whom. Work-life balance looks different to different generations. For some, it's leaving at 5 pm sharp. For others, it's working remotely from anywhere. For others still, it's the flexibility to care for aging parents or young children. Humor bridges divides. The manager who can make all generations laugh has found a universal language. "Thoda adjust karo" (Adjust a little bit), we've heard wise leaders say when generational tensions rise. This simple philosophy creates space for differences. Leadership in this context isn't about having all the answers. It's about asking the right questions. It's about creating environments where five decades of perspective become an asset, not an obstacle. Listening. Learning. Adapting. Respecting. Connecting. Translating. Bridging. This is how we at Changeplus help leaders navigate the beautiful complexity of today's workplace. DM me to know how.

Finally, Australian organisations are realising that diversity, equity, and inclusion (DEI) work goes beyond gender, that all people have intersecting identities and our work must address these. Addressing ageism is crucial for genuine equality. Victoria's Gender Equality Act has allowed for consistent tracking of age data and it's analysis by gender. What have we learnt? We must: 🔍 Recognise the Impact: Ageism affects job opportunities and workplace culture, with significant pay gaps for older women. 🌐 Understand Generational Diversity: There are differences and similarities in the generations, we need to value the differences and foster the similarities to create a cohesive inclusive workplace 🚫 Challenge Stereotypes: Move away from generalisations. Focus on individual abilities and review recruitment processes for bias. This means actually unpacking the reasons people over 50 are not selected for roles. 🤝 Foster Intergenerational Collaboration: Encourage knowledge sharing and two way mentorship across generations to build a stronger, more inclusive team. 📚 Promote Lifelong Learning: Offer continuous development for all employees, aspiring leaders can be any age. Measure the age diversity of participants in professional development and leadership programs. 📑 Create Inclusive Policies: Have flexible work arrangements that are accessible for grandparents, people caring for parents, and people without caring responsibilities. Let's also not forget the impacts of menopause and peri-menopause - what is your workplace doing in this space? 🔗 Intersectionality: Consider ageism alongside sexism and racism. Our diversity, equity and inclusion work has to take into account different aspects of a persons identity and how that influences their opportunities and experiences. And age is one of those aspects that can really matter. Have you experienced ageism? What is your organisation doing to tackle it? Put your thoughts in the comments below. #Inclusion #AgeDiversity #WorkplaceEquality

𝐆𝐞𝐧 𝐙 𝐢𝐬 𝐜𝐡𝐚𝐧𝐠𝐢𝐧𝐠 𝐰𝐡𝐚𝐭 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐜𝐫𝐞𝐝𝐢𝐛𝐢𝐥𝐢𝐭𝐲 𝐥𝐨𝐨𝐤𝐬 𝐥𝐢𝐤𝐞, 𝐚𝐧𝐝 𝐦𝐚𝐧𝐲 𝐥𝐞𝐚𝐝𝐞𝐫𝐬 𝐡𝐚𝐯𝐞 𝐧𝐨𝐭 𝐧𝐨𝐭𝐢𝐜𝐞𝐝 𝐲𝐞𝐭. For a long time, leadership communication was built around distance. Polished messages and formal authority were seen as credibility. That model is changing. 𝐆𝐚𝐥𝐥𝐮𝐩’𝐬 𝟐𝟎𝟐𝟓–𝟐𝟔 𝐰𝐨𝐫𝐤𝐩𝐥𝐚𝐜𝐞 𝐫𝐞𝐬𝐞𝐚𝐫𝐜𝐡 shows that trust in managers and everyday wellbeing support are now among the strongest drivers of engagement for younger professionals. At the same time, the 𝐃𝐞𝐥𝐨𝐢𝐭𝐭𝐞 𝐆𝐞𝐧 𝐙 𝐒𝐮𝐫𝐯𝐞𝐲 𝟐𝟎𝟐𝟓 highlights that Gen Z values supportive leadership and psychological safety far more than hierarchy or titles. To me, this signals something important. Gen Z is not looking for leaders who feel impressive. They are looking for leaders who feel accessible and real. I see this in my own conversations with early-career professionals. 𝐓𝐡𝐞𝐲 𝐚𝐬𝐤 𝐚𝐛𝐨𝐮𝐭 𝐦𝐚𝐧𝐚𝐠𝐞𝐫𝐬 𝐛𝐞𝐟𝐨𝐫𝐞 𝐭𝐡𝐞𝐲 𝐚𝐬𝐤 𝐚𝐛𝐨𝐮𝐭 𝐛𝐫𝐚𝐧𝐝𝐬. They want to know whether leaders explain decisions, listen to concerns, and show up when things are unclear. This is where personal branding for leaders is evolving. It is no longer about crafting a perfect image. It is about communicating your thinking in a way that builds everyday trust. Gen Z connects with leaders who share what they are learning, not only what they have achieved. Confidence still matters, but honesty now strengthens it. Another shift is how visibility is perceived. Showing up is not seen as promotion. It is seen as accountability. When leaders share perspectives publicly, it signals they stand behind their values, not just their outcomes. There is a line I often return to: “𝐏𝐞𝐨𝐩𝐥𝐞 𝐝𝐨𝐧’𝐭 𝐟𝐨𝐥𝐥𝐨𝐰 𝐭𝐢𝐭𝐥𝐞𝐬. 𝐓𝐡𝐞𝐲 𝐟𝐨𝐥𝐥𝐨𝐰 𝐡𝐨𝐰 𝐬𝐚𝐟𝐞 𝐚𝐧𝐝 𝐮𝐧𝐝𝐞𝐫𝐬𝐭𝐨𝐨𝐝 𝐭𝐡𝐞𝐲 𝐟𝐞𝐞𝐥.” In 2026, Gen Z expects leaders whose personal brands reflect how they actually treat people. Personal branding is becoming part of leadership responsibility, not just communication strategy. 𝐈𝐟 𝐲𝐨𝐮’𝐫𝐞 𝐚 𝐥𝐞𝐚𝐝𝐞𝐫, 𝐡𝐨𝐰 𝐝𝐨𝐞𝐬 𝐲𝐨𝐮𝐫 𝐩𝐞𝐫𝐬𝐨𝐧𝐚𝐥 𝐛𝐫𝐚𝐧𝐝 𝐬𝐡𝐨𝐰 𝐲𝐨𝐮𝐫 𝐭𝐞𝐚𝐦 𝐭𝐡𝐞𝐲 𝐚𝐫𝐞 𝐬𝐚𝐟𝐞, 𝐬𝐮𝐩𝐩𝐨𝐫𝐭𝐞𝐝, 𝐚𝐧𝐝 𝐡𝐞𝐚𝐫𝐝? LinkedIn LinkedIn News India LinkedIn News #Leadership #PersonalBranding #FutureOfWork #LinkedInNewsIndia #CreateMomentum

What Age Is ‘Too Old’ to Hire? Some Employers Have a Number.  Let’s talk about the hiring bias no one wants to admit.  Ageism is Costing Companies Millions. Companies say they want experienced leaders-but not too experienced. They claim to value wisdom, adaptability, and strategic thinking-but when it’s time to hire, they lean toward younger candidates. And now? Age discrimination lawsuits are skyrocketing-payouts have jumped 624% in just one year.  A FTSE 250 senior executive was awarded £3.2M after being dismissed and called an “old fossil” who “didn’t understand millennials.” If that’s how companies are handling leadership transitions, it’s no wonder the legal costs are piling up. And here’s why this matters for leadership hiring and executive search: 1. By 2050, a quarter of the OECD population will be over 65. Companies can’t afford to push senior talent out when the workforce is aging. 2. Multigenerational teams are proven to be more productive & innovative. Yet, many companies are still stuck in the mindset that "new leadership" = "younger leadership." 3. AI and automation are making soft skills more valuable than ever. And who has decades of decision-making, emotional intelligence, and crisis leadership experience? Senior executives. 4. Retention costs less than recruitment. With hiring costs averaging $4,000 per role, keeping experienced leaders engaged isn’t just ethical-it’s financially smart. But here’s the good news-companies that get this right win. ✅Smart businesses are rethinking succession planning, making space for both experienced leadership and emerging talent. ✅ Multigenerational teams are proving to be a major advantage, combining deep expertise with fresh thinking. ✅ Leaders who embrace age diversity will attract top talent, reduce turnover, and drive stronger long-term performance. It’s not about old vs. young-it’s about building leadership teams that reflect experience, adaptability, and the future. The companies that recognize the value of every generation will lead the next era of business. Those that don’t? They’ll keep paying the price. The companies that adapt will win on talent, performance, and innovation. Those that don’t? Expect more lawsuits, more turnover, and more regret.  Let’s discuss. Have you seen age bias in leadership hiring? #ExecutiveSearch #Leadership #SuccessionPlanning #AgeDiversity #FutureOfWork #TalentStrategy

Raise your hand if, at age 20, you thought someone in their 40s was ancient. Yep — I see a few guilty faces. 🙋♂️🙋♀️ 💥 Fast-forward a few decades, and surprise: we’re all ageing. But here’s the messy plot twist employers and employees need to pay attention to: if we don’t start treating ageing as part of the business model, we’re headed for a car crash nobody saw coming. 📊 Take a look at this (excellent) infographic by Canada Life UK: by 2030, more than half of the UK workforce will be 50 or older, contributing an estimated £730 billion to the economy. Yet — brace yourself — 2.4 million UK private‑sector employers have no plan to attract, retain or retrain older workers. That “three‐phase life” model (learn → work → retire)? It’s busted. The new model needs to evolve around learning throughout life, working differently (not just longer), and rethinking retirement altogether. 🛑 For Employers: This is not optional -If you think “older staff” = “less innovative,” you’re already behind. -The motivations, needs and priorities of a 55‑year‑old employee are not the same as those of a 30‑year‑old. You need flexible benefits, training paths, job redesign. -Only 33 % of workers believe their employer makes specific efforts to recruit older people (even lower among the 55‑64 cohort). -But understand this: older workers are not liabilities. 82 % of workers say older colleagues bring valuable experience, and 74 % believe they improve team diversity. So unless you want a talent drain, start planning now. You can’t pretend the future isn’t coming. 💡 For Employees (yes — that includes you, regardless of your age) -Don’t wait for retirement to “start planning.” -Learn new skills, stay curious, adapt your career habits now so that you’re not sidelined when 55 hits. -Think about what gives you meaning, fulfillment, well-being — not just what pays the bills. -Advocate for benefits that evolve over your life — not someone else’s.

Demographic change isn’t on the horizon, it’s already here. And it’s transforming labour markets, consumer behaviours, and the very fabric of economic growth. For too long, many businesses have defaulted to youth-centric strategies, designing products, marketing campaigns, and talent models around a narrow view of age. But by doing so, they risk overlooking one of the most significant growth opportunities of our time: designing for the full life course. This approach recognizes the evolving realities of longevity. A 67-year-old startup founder, a 55-year-old caregiver, and a 72-year-old retiree-turned-consultant may all be over 50 but their needs, aspirations, and contributions are vastly different. Age is not a monolith. To remain competitive in an aging world, organizations must embrace two key product shifts: -From youth-centric to age-inclusive design -From viewing age as decline to seeing age as reinvention And two workforce transformations: -From linear “career ladders” to flexible career landscapes -From age-segregated teams to intergenerational collaboration This is more than a demographic necessity, it’s an inclusion imperative. The future belongs to organizations that champion age diversity as a strategic asset, not a challenge. Let’s build workplaces and products that reflect the full spectrum of the human experience at every age. https://lnkd.in/e_6e7-Zs

“Overqualified”… or just not young enough to fit your hiring algorithm? Ever been told: “You’re too overqualified for this role”? Let’s translate that: - You’re not the age we imagined - You’ve got more wisdom than we know what to do with - You might actually challenge business-as-usual Here’s what the data really says: - Workers 50+ are more productive, more loyal, and less likely to jump ship¹ - Age-diverse teams make better decisions and thrive in crisis² - Founders over 50 are more likely to launch high-performing startups than those half their age³ Yet, only 8% of companies include age in their DEI strategy⁴ So let’s call this what it is: - “Your experience makes us uncomfortable.” - “You’ve aged out of a system designed to reward potential over proof.” This isn’t about being overqualified. It’s about being undervalued. If companies like LinkedIn, Google, PwC, and others want to build a truly future-ready workforce, they’ll need to start hiring people who’ve already lived through, and led through, multiple revolutions. Experience isn’t a liability. It’s our most underutilized asset. Let’s rewrite the script. #OverqualifiedOrTooOld #AgelessAging #AgeismAtWork #FutureOfWork #InclusiveHiring #DEI #LongevityEconomy #ModernElderAcademy #Next50 #AARP #WorkplaceBias #HiringWisdom