Most companies or large organisations employ a range of ages, from young school leavers or university graduates, to those who have years of experience. The government agency Mark, Charlotte and Matt worked for was no exception in this regard, with these 3 colleagues forming a small team in the policy department.

Mark represented the Baby Boomers: born in 1956, and soon to turn 50, he had a number of years experience in middle management. Charlotte was an “X-er”, someone born in the generation after the Baby Boomers, typically independent and rather cynical about the organisation as a whole. Matt, the baby of the team, was just out of university, very idealistic and keen to learn everything he could. Matt represented the “Y” generation, born between 1975-1990.

How important are the generations?

Individual differences generally account for more than group differences. That is, an individual's personality and ability to relate to others, deal with conflict and carry out their responsibilities, are the most critical factors in healthy workplace relationships. However, an understanding of the different influences on each generation and how this will impact on their approach to life and work, can help increase mutual respect, cohesion and occupational effectiveness.

Some basic differences

Getting on with different generations

Mark felt very comfortable with Matt. Mark had a son about Matt's age, and had spent a lot of time with his son and his friends. Mark's son sent him emails and text messages, and kept Mark in touch with how the “Y” generation did things. Conversely, Matt found it easy to relate to Mark, even though he was so much older. Matt was very flexible and open to new ideas, respected what Mark had achieved and wanted to learn form Mark's experience. Matt thought Mark was pretty cool for a middle-aged guy.

It was more difficult for Charlotte to connect to the others. Not only was she the only female of the team, she didn't share the almost family connection that developed between Mark and Matt. Charlotte's parents had divorced when she was in primary school, and she had seen very little of her father when growing up. Charlotte thought Mark's work ethic was ridiculous: he often worked a 60 hour week, and there was no way she would do that. Charlotte's priorities were different, she wanted a healthy work-life balance. If it didn't happen in this job, she thought she would start looking around for another one.

A manager's view

Mark realised he needed to find different ways to motivate and respond to his younger colleagues. When he called team meetings, Matt was very keen to be part of the consensus approach, whereas Charlotte seemed irritated by it – she always had important appointments she had to leave early for. Her commitment to work seemed very different to Mark's, but despite that, she was very bright and good at her job.

• He became more direct in his approach – he got straight to the point and Charlotte seemed to like that.

• He gave Charlotte more autonomy and avoided team meetings unless they were absolutely essential.

• He used email to communicate as much as possible: like many born in the X generation, Charlotte was very comfortable with using technology as the primary communication method.

• Mark tried to accept that they had different attitudes to work – not everyone wanted to spend the extra hours at work that he did. He needed to realise that this was Charlotte's prerogative, so long as she fulfilled.

Motivating generation Y – Mark's approach to getting the best out of Matt:

• Asking Matt's opinion was a good way to get him inspired!

• Connecting projects to professional development was helpful. Matt loved to learn and had some personal goals to achieve at work.

• Mark scheduled regular feedback sessions which also aimed at providing a mentor relationship.

Finding ways to connect

Gen X and Y

The working relationship between Charlotte and Matt developed steadily. Matt seemed very idealistic to Charlotte and sometimes she resented his easy relationship with Mark. They had some common interests with music, but otherwise they seemed very different types of people – Mark wanted get involved with everything, while Charlotte just wanted to get the job done and go home, or go out. Keeping things task focused was the most helpful approach, and being clear about who does what. Charlotte liked to feel her time was productive, and hated others interfering with her responsibilities.

Gen X and a Baby Boomer boss

Of all the team dynamics, Charlotte's attitude to Mark had the least empathy. She tended to see him as too controlling, always checking on the details. Micro-managing it was called, but it felt like he didn't trust her to do a good job. It would help if she tried accepted that Mark preferred face-to-face conversations and that he had a lot of experience. Also, Charlotte could realise that Mark's work ethic was founded on a desire to do his best for the policy department. She didn't have to emulate him, just respect his values came from different influences to hers.

In the end, the most important qualities for healthy relationships in the workplace come from individuals' capacity to respect each other and value each other strengths. An ability to communicate, feel appreciated for work done and resolve differences will make just as much impact as when we are born. But if you can understand a little more about the different influences and attitudes of your colleagues, the workplace can be a more harmonious and productive place for all.