7 Lessons from Working with 4 to 5 Generations across Asia over the past 20+ years

I was fiercely yelled at by the department secretary. I had stapled a pile of receipts onto my manager's expense claim forms. When she realized it was my first corporate job, she showed me the correct way it should be done. I handled expense reports in the same way for the next 20+ years.

"Scold first teach later" doesn't work anymore ever since we Millennials flooded the workforce by the mid-2000s. Personally, I believe leadership is a mindset, and not a management title. Employees at any level should practice inclusive leadership toward their colleagues in everyday situations. So, if you notice any outdated practices in your organization, you might find the 7 lessons I have to share to be very helpful for multigenerational collaboration.

In this article, I explain why the earlier vs. younger generations may behave in certain ways, and how we can bridge that gap in the workplace.

Respect

Regardless of age, people want to feel that they matter and their work has meaning However, junior team members may fear their voice being dismissed due to their age or tenure. In many Asian cultures, deep respect for elders often means giving significant weight to the extensive knowledge and insights that seasoned professionals have accumulated over their careers.

Effective workplaces also recognize their younger employees bring fresh perspectives and a strong grasp of emerging technologies and trends, which are important for driving progress and maintaining competitiveness. Such workplaces acknowledge the importance in building an inclusive work environment where both the experiences of senior colleagues and the ideas from junior colleagues are listened to and considered important.

Try using digital tools like surveys to collect input and feedback anonymously. This way, everyone feels safe to share their honest thoughts. And during team discussions, it is common to have differing viewpoints. Set norms for respectful interactions, such as encouraging thoughtful responses while avoiding defensiveness.

Priorities

Earlier generations entered the workforce at a time when staying with one employer was common and career paths were more structured. As a result, they often value job stability, long-term commitment, and steady career growth.

Younger generations, by contrast, began their careers in a fast-changing world marked by rapid hiring during the pandemic and sudden layoffs that followed. With uncertainty as the norm and fewer guarantees of long-term employment, they often seek purpose, growth opportunities, and greater flexibility in how and where they work.

These differences can seem to clash but often reflect what each group has learned to value based on their experiences. Create opportunities for people to share what they care about. This could be through having regular one-on-one check-ins, informal team talks, or weekly check-ins following project kick-off. Openly discussing "What does success look like for you right now?" or "What helps you stay motivated?" can lead to better understanding and stronger teams.

Work-life balance

Work-life balance varies across generations based on their experiences and values. Growing up with digital connectivity, younger generations often seek ways to work smarter and look for greater personal purpose and meaning in their work. They tend to prioritize clear boundaries between work and personal life to support their mental wellbeing and overall happiness.

Earlier generations also value work-life balance but tend to define it differently. Many grew up in environments where showing dedication meant working long hours and prioritizing work commitments. For them, balance might mean fulfilling family and social responsibilities alongside work, sometimes blending rather than separating the two.

To create a truly inclusive workplace, focus on outcomes and respect each person's way of managing their time and commitments. Offer flexible options such as flexible hours or hybrid work arrangements that give employees control over when and where they work without mandatory in-office days. And rather than waiting for a vacation to recharge, encourage one another to take microbreaks throughout the work day. This could be a 10-minute walk around the block, taking 5-minutes to close your eyes and listen attentively to a calm song or guided meditation, or even just a few seconds to stand, stretch, and drink a glass of water.

Leadership expectations

Having entered the workforce in flatter structures, younger generations expect coaching and involvement rather than simply being instructed. They tend to prefer leaders who are approachable, collaborative, and willing to listen.

Many in the earlier generations grew up in structures where seniority and expertise determined authority. Thus, they may be more comfortable with traditional top-down leadership styles, where leaders provide clear direction and make final decisions.

Effective leaders adapt their style to meet diverse needs, encouraging respect and engagement. While elder employees may value clear direction and decisive leadership, younger employees often seek coaches who listen and involve them in decision-making.

Train leaders in emotional intelligence to understand diverse perspectives, and strengthen collaboration across generations. Encourage them to assess their team's preferences and tailor their approach accordingly by actively listening to feedback and providing clear goals and decisions.

Feedback

In many Asian cultures, feedback is closely tied to respect and relationships. Earlier generations were raised in settings that emphasized social harmony, respect for hierarchy, and maintaining a person's dignity and reputation. The desire to prevent tension and preserve relationships can lead to softened feedback or withheld altogether. Direct criticism, especially from younger colleagues, can come across as disrespectful.

Younger generation have grown up in environments that value openness, transparency, and rapid feedback. They often expect clear and direct communication to help them learn and improve quickly. Because of this, they may see indirect or softened feedback as unclear or unhelpful.

Instead of criticism, encourage continuous improvement across the team by focusing on shared goals. Use neutral and forward-looking language to frame feedback as a learning opportunity. Rather than saying "You did this wrongly", try asking "How can we improve this as a team?" or "How can we do better the next time?".

Skills development

Digital fluency and in-person communication skills often develop from the environments people grow up and work in. From an early age, younger generations are interacting with and adapting to rapidly evolving digital tools and social media. Such exposure helps them develop an intuitive grasp of online communication and collaboration.

However, many experienced pandemic-disrupted schooling or started their careers remotely, and thus may have had fewer opportunities to build essential soft skills through face-to-face interactions. Comparatively, earlier generations were raised in more in-person settings, hence may be more at ease with live discussions and presenting on the spot.

Therefore, it is important to create opportunities for shared learning. Pair team members with complementary strengths for peer coaching. Blend in-person discussions with digital collaboration tools such as online whiteboards, shared documents, and project management platforms. Organize informal lunch-and-learn sessions when both junior and tenured colleagues can take turns to present on work topics and non-work interests.

Learning styles

Earlier generations developed their careers through strong relationships and consistent hands-on practice, with knowledge often passed down from more experienced colleagues. As such, they typically value structured learning with personal interaction, such as formal training sessions, in-person workshops, or face-to-face mentoring.

Growing up with easy digital access, younger generations tend to be more self-directed learners. They prefer flexible learning formats, like self-paced online modules and short videos. They are comfortable exploring resources independently and favor bite-sized, on-demand content that allows them to learn quickly and apply knowledge immediately.

It's important to offer learning options that reflect cultural and generational differences. Create opportunities for senior colleagues to pass on institutional knowledge through storytelling or guided shadowing. Encourage reverse mentoring, where younger team members introduce digital tools and emerging trends.

Conclusion

Everyone wants to be heard and respected. But as unique individuals, we tend to express our diverse needs and priorities very differently, and sometimes that may result in misunderstandings.

Respect is accepting people as they are, not as we think they should be. Practice inclusive leadership by learning to appreciate different cultures, perspectives, identities, abilities, and experiences as meaningful contributions, not as differences that need to be fixed. Make an effort to understand what matters most to each of your team member and find ways to better support them.