Beyond the Box - Understanding People not just Generations

Generational intelligence is not about labels—it’s about context.

When we talk about generational cohorts—Boomers, Gen X, Millennials, Gen Z—we’re not assigning personality types. We’re describing the social norms, events, and values that shaped each group during formative years. These common experiences influence how we see the world, but they don’t define who we are.

Here’s the kicker: we’re all more layered than a birth year suggests.

Maybe you’re a Millennial who resonates deeply with Gen X’s independence, or a Gen Z leader who’s grown up fast in Boomer-led boardrooms. Our life journeys expose us to norms from other generations, shaping beliefs, work habits, and even communication styles that may not align neatly with the stereotypes.

In the workplace, this has big implications. When we default to assumptions—“Gen Z is entitled,” “Boomers resist change,” “Millennials want praise for everything”—we miss the human being in front of us. We trade understanding for oversimplification.

Two Common Traps for Leaders

1. The Stereotype Shortcut It’s easy (and fast) to make assumptions based on someone’s age or cohort. But this shortcut can lead to miscommunication, missed potential, and mistrust. Understanding the generational cohort gives us clues to meaningful questions to ask and the context that may have influenced, but we will not know until we connect and get curious.  Strategy: Replace assumptions with curiosity. Ask, “How do you prefer to work or communicate?” or “What does respect look like to you?” instead of assuming based on generation.

2. The One-Size-Fits-All Approach Standardizing leadership approaches by generation—like giving all Gen Z staff more tech tools or Gen Xers more autonomy—can backfire. Going the opposite direction and assuming all humans need the same type of leadership development is also unhelpful, both approaches dehumanize and become shallow and ineffective. Strategy: Personalize your leadership. Use emotional intelligence to notice preferences, ask questions, and co-create solutions that fit the individual, not just the age group or on mass. The more we can lean into understanding what our team members need, the more likely they are to feel seen, heard, and valued in the workplace.

As Stephen M.R. Covey reminds us, “When we treat people as who they can become, we empower them to grow.” In order to understand who they can become, we have to understand who they are and what they care about.

So yes, generational insight gives us helpful context—but it’s not a script. Leaders who move beyond the box and lead with curiosity, flexibility, and empathy will build trust, uncover hidden strengths, and foster teams that thrive across generational lines.

Let’s stop guessing and start connecting. Because real leadership isn’t about knowing the generational playbook—it’s about listening well enough to write a new one together.