In modern workplaces, teams are composed of a mix of Boomers, Gen X, Millennials, and Gen Z. While this diversity brings valuable perspectives, it can also highlight differing views on mental wellbeing and mental health. Each generation’s experiences shape their attitudes toward these issues, influencing how they approach mental health conversations and support. Of course, these are broad generalizations, with individuals in each generation acting and responding differently than their generational counterparts.
My hope with this exploration is to expose our biases and nurture a desire to build a bridge of understanding when conflict erupts rather than label, stereotype, or malign another generation for their differing perspective.
Boomers often view mental health through the lens of resilience and self-reliance, shaped by a time when discussing personal struggles was stigmatized and the idea of bringing your personal problems to work was an affront to professionalism. Leaders from this generation experienced a distinct arms length approach to navigating emotions, with the primary expectation being to hide or stuff emotions because they didn’t belong at work..
Gen X tends to balance pragmatism with an increasing acknowledgment of work-life balance, but some may still approach mental health as a personal issue rather than a workplace concern. As a fiercely independent generation, their approach can come across as “figure it out” and may feel dismissive even though they will acknowledge the impact emotional wellbeing has in the workplace.
Millennials have driven the shift toward open conversations about mental health, seeking workplaces that provide support and wellness programs. They are willing to talk about it, hold space for it, and spend money on support for staff members. They often find themselves at odds with Boomers because of these different approaches to mental wellbeing.
Gen Z further amplifies this focus. For this generation, prioritizing mental health is a non-negotiable. They are not interested in doing a job that causes them emotional suffering as many of them watched their parents endure. You will often find them advocating for transparent, supportive work environments. They want real relationships with their leaders and colleagues, not shallow or transactional ones but may lack the skills to navigate the different generational dynamics and expectations. Gen Z is chronically dismissed as emotionally fragile, which is not an accurate reflection of this generational cohort who truly and deeply care about equity and treating humans with dignity and respect.
These differing perspectives can create tension in leadership, especially when defining policies or supporting employees. Leaders need strategies to navigate these differences effectively:
Foster Open Conversations: Encourage psychological safety and compassionate candor where employees across generations can share their perspectives on mental health. By opening up the dialogue, leaders build understanding and reduce stigma, making room for diverse needs and expectations.
Tailor Support Approaches: Recognize that one-size-fits-all solutions do not work. Leaders can offer flexible mental health resources, including workshops, counseling services, and related benefits to support their staff's autonomy to take care of their own mental wellbeing in a way that serves them. This tailored support also applies to how communication, evaluation, and feedback happen in relational contexts at work. We cannot paint everyone with the same brush, or assume that one type of resource will meet everyone’s needs.
Model Empathy and Adaptability: Leaders who demonstrate empathy by validating different viewpoints and adapting their approaches to handling difficult circumstances are more likely to nurture trust and safety on their team. This personal touch to leadership is necessary in the changing workplace. Having real and honest conversations about mental and emotional wellbeing is a part of supporting the whole individual. Leaders who are supported to truly listen and be flexible in how they support their team will find greater productivity and engagement in their teams.
The discussion around mental wellbeing is an important one. It is easy to dismiss or minimize the discussion of mental wellbeing in light of the work to be done. However, when we put people before tasks, we discover that in the end those employees who are supported and cared for are the ones who are often the highest performers.
On the other side of every interaction is a human that is deserving of dignity, respect, and investment. When we lean into this way of being, everyone thrives!
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