Why Generational Gaps Create Leadership Blind Spots
When leading a multigenerational team, the same instruction can be heard in completely different ways.
Some team members may interpret direct feedback as clarity.
Others may experience it as criticism.
For one person, showing initiative means checking in regularly.
For another, it means staying out of the way until something breaks.
These differences are not about professionalism.
They are about unspoken expectations.
Jorge Loebl, founder of Revolving Change, explains:
“What looks like resistance or attitude is often just someone leading with a completely different mental model. And if we don't name those expectations, we can't align them.”
The Problem
- Different generations carry different beliefs about leadership and performance.
- Most managers avoid addressing these gaps directly.
- Teams begin to misread intent and question each other’s motives.
The Goal
- Surface the expectations behind behavior and communication.
- Create shared definitions of success and respect.
- Reduce friction without over-explaining or over-accommodating.
Discover: Why Generational Gaps Feel So Personal
What you interpret as pushback may feel like self-advocacy to someone else.
What you see as avoidance may feel like respect to them.
This is where generational expectations get emotional.
Because underneath the misalignment are deeply held stories:
- “This is how I was taught to show initiative.”
- “This is what I believe leadership looks like.”
- “This is the right way to earn trust.”
These beliefs feel personal, even if they were never meant to be.
Unspoken Rules Create Unstable Expectations
Someone on your team may expect detailed guidance on a new project.
Another may feel micromanaged by the same approach.
One person may see flexible hours as trust.
Another sees it as disengagement.
When those rules remain unspoken, misinterpretation becomes the norm.
Real-World Example: The Misinterpreted Manager
A manager Jorge coached was leading a team that spanned three generations.
She believed regular feedback created clarity and connection.
One of her most experienced team members started missing meetings and holding back.
She assumed he was disengaged.
In reality, he saw her approach as disrespectful.
He had spent decades being taught that strong contributors should not need reminders.
Neither of them was wrong.
But their expectations had never been aligned.
Design: Align Expectations Without Making It Personal
You are not managing attitudes.
You are managing beliefs that have never been made visible.
Instead of trying to adapt to everyone’s preference, create shared language around expectations.
Unpack the Stories Behind the Reactions
When someone resists feedback or avoids accountability, ask:
- “What felt off about this interaction?”
- “What were you expecting that didn’t happen?”
- “How does this conversation usually go in your experience?”
These questions reveal where the gap begins.
Translate the Language of Performance
Words like ownership, initiative, and follow-through mean different things to different people.
Make them visible.
- Define what success looks like for this role
- Show examples of quality, not just intent
- Ask each person what they believe the standard should be
Shared definitions reduce emotional friction.
Co-Create Team Agreements
You don’t have to resolve every difference.
But you can align on how the team will operate together.
Start with:
- How decisions will be made
- How urgency will be communicated
- How feedback will be given and received
When these agreements are created together, they carry more weight.
And more clarity.
Deliver: Communicate Expectations With Context and Confidence
Multigenerational teams require clarity that goes beyond assumption.
You do not need to overexplain.
You need to anchor your expectations in something that everyone can access.
Be Clear, Then Collaborative
Start with your standard.
Then invite input.
- “Here’s what I need from this role.”
- “Here’s how I’ll be supporting you.”
- “Does this match what you were expecting?”
Confidence does not remove collaboration.
It creates the space for it.
Build Confidence Across Differences
People want to do well.
But if the standards are unclear, they will revert to what they know.
Give your team a reason to trust your leadership.
- Reinforce shared expectations often
- Explain the intention behind the structure
- Ask where the gaps still exist
Respect looks different across cultures and age groups.
Clarity is what keeps it steady.
Return to Agreements When the Story Takes Over
When assumptions start creeping in, like “They don’t get it” or “They’re not open to change,” come back to the agreement.
- What did we say we’d do?
- What are we expecting of each other?
- What needs to be reset?
The agreement is your anchor.
Return to it.
Stop Taking the Friction Personally
Managing across generations doesn’t have to feel like a guessing game.
If you’re stuck navigating different norms, unclear reactions, or repeated disconnects, it’s time to lead with shared structure.