Expert insights: How to successfully lead diverse multigenerational teams

1. Align team contributions with vision and goals 

But while a strong plan is important, he emphasises the need for agility. ‘Priorities shift, challenges arise and what worked yesterday might not work tomorrow. Leaders need to be comfortable stepping back and asking, ‘How can we best get this done? What really matters right now?’ He notes that this mindset not only helps teams stay focused but also fosters adaptability in an ever-changing landscape.  

‘Getting the best out of a team starts with understanding what motivates each person and what will help them succeed’, highlights Graham. Whether it’s a project team working towards a specific outcome or your core team running a function, avoid making assumptions based on generational stereotypes and take the time to get to know people’s strengths, motivators and drivers

One way to do this is through team profiling. Graham suggests running workshops or using diagnostic tools to get deeper insights. ‘There are plenty of tools out there that can help leaders. I’ve used tools from Human Synergistics, Korn Ferry, Talent Telligent, MBTI and Belbin,’ he shares. These tools can help teams understand their collective strengths and how best to work together. 

But profiling is just the start. He advises using these insights to create a shared vision of success. ‘Ask yourselves: What does success mean for us? How do we get there as a team? How do we support each other? What do we want to be known for? How do we resolve conflict?’ These conversations help teams align their expertise, experience and knowledge to work more effectively.

 A practical way to embed this thinking is by developing a team success profile and charter, creating a sense of shared understanding and purpose and clarifying expectations. Trust also plays a crucial role. ‘When people feel empowered to work in a way that suits them, they’re more engaged, creative and effective’, advises Graham.  It isn’t about taking control or having all the answers, but about guiding the team in the right direction. ‘Think of it like driving a bus - you’re setting the course, but the team members decide where they sit and how they navigate the way together’, he says.  

Building an inclusive team culture starts with understanding the kind of environment you want to create. ‘Think about the culture you’re shaping, how your leadership influences it and ultimately, what kind of organisation - and society - you’re helping to build,’ he explains. Being results-driven doesn’t mean losing sight of the human element. Leaders can be achievement-focused while still being humanistic and encouraging. ‘It starts with you - your behaviour sets the tone,’ says Graham. ‘Model respect, active listening and empathy, and you’ll see it reflected in your team.’

Taking the time to connect with people individually is key. Have one-on-one conversations and go beyond surface-level check-ins. Don’t be afraid of showing vulnerability by sharing your own challenges. ’Let your team see that you’re just like them - your role just comes with different accountabilities,’ says Graham. When people understand that you’re there to help them succeed, they’re more likely to open up about what’s really happening in their workplace.’ Fairness and awareness are equally important. Treat people as individuals, avoiding favourites or taking sides. ‘If someone seems disengaged, don’t ignore it. Look deeper - could there be generational bias at play? Do they feel uncomfortable or excluded? Are their experiences or expertise being disregarded due to internal bias such as tenure over recent hire?’

Graham encourages leaders to pay attention to the dynamics within their teams and actively address concerns, don’t take sides and resolve differences by focusing on agreed business needs. Reinforce inclusion by incorporating agreements on behaviour and collaboration into your team charter. Agree on how you’ll work together, support each other and create a safe space for open and candid conversations. Then, check in regularly - this isn’t a one-time exercise. Graham highlights the importance of challenging generational stereotypes and promoting fairness across the team. ‘Be firm, fair and consistent with everyone,’ he advises. ‘Call out stereotypes and encourage your team to do the same. 

Supporting team members to grow and develop, no matter what stage they’re at in their careers, is a key responsibility for leaders. Graham highlights ‘It’s about helping people build the skills, knowledge and experience they need to take the next step’. However, many organisations still take a reactive rather than structured, data-driven approach to talent development. ‘Without assessments of knowledge, skills and attributes, businesses risk missing the bigger picture,’ he points out. It’s not just about individual career growth - it’s also about aligning talent to the organisation’s future needs. Leaders across HR, L&D and functional teams need to take a step back and ask strategic questions: What’s the organisation’s strategy? How is it evolving? What skills, knowledge and attributes do we need to deliver the strategy? What do we already have? And how do we align our people to what’s next? 

 A growth mindset is essential for leaders, says Graham. ‘Without it, you’re unlikely to move forward.’ Managing diverse, multigenerational teams requires flexibility, open-mindedness and the ability to see things from different perspectives and avoiding norming people which leads to suppressing high performers or the disruptors your business needs. The last thing you want is a passive or aggressive culture. The pressure on leaders can be high, with growing expectations adding to stress levels. That’s why emotional intelligence is so important. ‘Understanding yourself and staying composed in uncertain situations is key,’ he advises. ‘By developing emotional intelligence, you become more resilient and better equipped to navigate challenges.