Millennial managers, born between 1980 and 1995, are clearly on the rise. Today, they are between 30 and 45 years old. They are no longer starters and are increasingly taking on leadership roles. This brings fresh perspectives and energy, but also new challenges. In many teams, managers are now younger than part of the employees they lead. As a result, age differences can quickly become noticeable.
One conclusion consistently emerges from the research: age-inclusive leadership is not a nice-to-have, but a crucial lever for keeping employees motivated and engaged, especially when age gaps are significant.
Four pillars of age-inclusive leadership
Based on our research, we identify four key pillars that determine successful age-inclusive leadership.
1. Consciously embracing age diversity
The first pillar is actively acknowledging and valuing age differences. Age-inclusive leaders create an environment in which different perspectives are welcomed and employees of all ages are encouraged to share their views.
This can be achieved by deliberately seeking input in decision-making, composing teams with a mix of ages, and organising training programmes or initiatives that strengthen intergenerational collaboration. The goal is not to eliminate differences, but to improve the quality of interaction between generations.
2. Guaranteeing equal opportunities
Age-inclusive leadership also means ensuring that opportunities are distributed fairly. Younger and older employees should have equal access to training, resources, and career advancement opportunities.
In practice, we often see that early-career employees receive intensive coaching and training, while older employees are offered fewer development opportunities. This is a missed opportunity. They, too, want to keep learning, developing, and strengthening their skills. Promotions and opportunities should therefore always be based on objective criteria such as skills, expertise, and performance – not age.
3. Structural commitment to age diversity
The third pillar is about consistency. Age-inclusive leadership requires more than isolated actions. Age should never be a decisive factor in recruitment, task allocation, or employee retention.
Organisations that consciously commit to this ensure that employees in different life and career stages feel welcome and valued. This also means continuing to actively leverage the expertise of experienced employees, while simultaneously creating space for innovation and growth.
4. Effective support and management
Finally, everyday leadership practices play a major role. Different generations communicate differently and handle feedback and conflict in distinct ways. Research shows, for example, that older employees tend to avoid conflict more often, while younger employees are quicker to address issues openly.
Age-inclusive leaders take these differences into account. They adapt their communication style, foster psychological safety, and proactively address tensions within the team.
Small steps, big impact. Not a trend, but a necessity.
Age-inclusive leadership starts with small actions, such as two-way communication and encouraging generations to learn from one another. It is essential to focus on employees’ lived experiences, strengthening autonomy, competence, and connection. Leaders must consciously offer opportunities to all age groups, not only to people who resemble themselves. This fuels motivation, collaboration, and knowledge sharing, contributing to stronger teams and sustainable results.
The insights from this research were previously published in Trends.
