By Heather Kuhns, MBA, DBA, and Mark Koscinski, CPA, DLitt

It’s not uncommon for members of multiple generations to work side by side on any given team or department. However, different generations have different needs, particularly in communication. This covers both the way we communicate to others and how we receive communications from them. One of the most important things employers and managers can do to ensure effective communication across multigenerations is to be aware of, and in tune with, what different generations value. This starts with understanding perspectives and experiences, along with the valuable contributions that come from them. There is great power in believing that every employee wants to contribute to the overall good and has something valuable to contribute. This is an important mindset to have when embracing multigeneration communication.

Firms committed to effective communication strategies are looking at innovative ways to embrace this idea of multigenerational communication. This blog includes a few strategies for both acknowledging the contributions of all employees and helping everyone be heard, regardless of generational differences.

Take the Time to Understand How Your Employees Want to Receive Communications

If an employee doesn’t check their email, chances are you are not going to get the timely response that you need by sending them an email. Be mindful to how others want to operate. Older generations might not appreciate, or even use, texting, while younger generations are not as apt to make phone calls. The key is finding the right balance, where everyone feels like they are contributing. If the opportunity is there to use multiple communication methods – email, face-to-face meetings, and/or texting – you have a better chance of reaching more colleagues. Above all else, avoid generalized stereotyping, which can lead to stifled creativity and less-open sharing. Instead, find out how and why employees of different generations want to communicate.

Look for Opportunities and Be Open to Working Differently

New generations bring fresh ideas and create a space where innovative ideas can result in better outcomes. Be open to approaches or solutions that might be different. Along with working differently, encourage teams to identify ways to collaborate. Again, being heard is invaluable. For example, teams can brainstorm different ways of generating ideas for a potential solution, or cross-departmental teams can develop a plan together. Brainstorming could be a particularly effective strategy, especially among audit personnel who are familiar with the process. Challenge employees to break generational boundaries with new strategies. Be open to creating a personalized communication strategy in which you learn from your employees as much as they can learn from you and each other. Effective communication, along with many other leadership skills, is not a one-size-fits-all model. Be open to modifying your style to each employee or employee group. For example, maybe the younger employees prefer more one-on-one meetings, but older teammates prefer group settings or vice versa. Focus on intentionally blending teams – with a mix of generations, encouraging greater sharing. Customizing your communication strategy, tailored to employees’ needs, can reap great rewards.

Be Mindful of What Your Employees Value

All employees have different motivators. Understanding the “why” behind motivations and what is valued will go a long way. Ask questions, show interest, and be genuinely curious about what’s most important to your employees. When you show interest in getting your employees involved and demonstrate you are hearing their communication needs, processes and team-building opportunities will naturally evolve and the team will be eager to improve communication. Encourage employees to step outside their comfort zones and mix up teams. Let younger employees share their concerns while learning the tricks of the trade from the older employees and vice versa. Everyone with a seat at the table has something of value to offer.

Consider Off-Site Meetings or Good Old-Fashioned Get-Togethers

Creating a space for idea exchanges and simple “getting to know you” conversations can help create group cohesion. Perhaps employees of multiple generations are not comfortable with each other in the office, so provide an opportunity for them to engage and open up more with each other. This builds trust and connectedness, and helps break down potential barriers to communication.

Have a Strong Presence with All Employees

“Being present” is more than being physically in a space; it’s about engaging and connecting on different levels. It’s about giving and receiving feedback. The more you put yourself out there, modeling your communication efforts for all on your team, the more others will want to gravitate toward and adopt your effective communication practices. Feedback, including recognition and credit where credit is due, are both motivating and empowering for employees as well as necessary to professional supervision. Create space for all – from the newly hired to those who have been there for years to innovate together. The synergy just might surprise you.

Heather Kuhns, MBA, DBA, is an assistant professor of practice in management at the Moravian University School of Business and Economics in Bethlehem, Pa. She teaches across marketing, management, and leadership disciplines. Kuhns also is owner/chief inspiration officer of zenspire communications, a boutique agency specializing in branding, social media strategy, and communication planning. She can be reached at kuhnsh02@moravian.edu.

Mark Koscinski, CPA, DLitt, is an associate professor of accounting practice at the Moravian University School of Business and Economics, where he teaches undergraduate and graduate accounting courses. Koscinski has worked for a Big 4 accounting firm and also held various executive positions at privately held and public companies. He can be reached at koscinskim@moravian.edu.

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^{Statements of fact and opinion are the authors’ responsibility alone and do not imply an opinion on the part of the PICPA's officers or members. The information contained herein does not constitute accounting, legal, or professional advice. For actionable advice, you must engage or consult with a qualified professional.}