I emailed her a week ago, I thought, as I tapped my fingers impatiently on my desk. Why hasn’t she responded? She knows our deadline is approaching.

Although, I had requested feedback from a new staff member regarding a major project, I had not heard back.

I had observed this young woman in the office, wireless headphones in her ears, sending texts and navigating social media. It seemed like an unusual way to work, but I had to admit she was completing ministry tasks quickly, competently and efficiently.

Finally, I picked up my smartphone and sent her a text. To my surprise, I received an articulate and insightful reply within minutes. It was apparent that she had been busy with the project all along.

In that moment, I realized that she had not missed it; I had missed it. I had misinterpreted her silence as disengagement. In reality, this young staff member, like many members of Generation Z, simply preferred texting rather than using email.

I don’t intend to promote stereotypes or make broad generalizations. However, understanding there are some generational differences in the way people process information, approach change, and communicate can make collaboration easier.

My colleague and I were working toward a common goal, but we were approaching it in different ways. I realized the need to learn how to lead a multigenerational team.

Five Generations

Pew Research Center divides the population into five generations:

• The Silent Generation (born from 1928–45)
• Baby Boomers (1946–64)
• Generation X (1965–80)
• Millennials (1981–96)
• Generation Z (born after 1996)

Our churches include a range of generations, and ministry teams should reflect that reality. Generational diversity expands our reach, broadens our perspective, and increases our collective strength. Of course, it also poses some challenges.

Five Questions

Leading a multigenerational team effectively requires an intentional, strategic approach. That often begins a discovery process. Here are five questions to consider when laying a foundation for greater inclusivity and collaboration:

1. What motivates the team? Each generation finds motivation in different values. Of course, there are also important shared values in any church. Recognizing these motivations can help you leverage buy-in, especially when making big changes in your ministry.

For example, after 75 years of conducting Spanish and bilingual services, our church added an English-only service to reach young people who do not speak Spanish. Before presenting the idea to our multigenerational team, board and congregation, we identified the values we had in common, such as sharing the gospel with as many people as possible. We then linked the change to those shared values.

That insight influenced the way we strategized, communicated and promoted the launch of the new English service. We continued to reiterate the fact that we were all working toward a common goal. That helped us foster teamwork, create buy-in, and motivate volunteers.

2. What are team members’ preferred communication styles? Each generation communicates differently. Older team members often prefer handwritten notes, phone calls, or in-person meetings. Many young people are more comfortable with texts and instant messages, social media, and Zoom calls.

Our churches include a range of generations, and ministry teams should reflect that reality.

Ask members how they prefer to communicate. Share information and resources in multiple ways to make them more accessible to everyone. For example, mention the upcoming staff dinner during a meeting, but also follow up with an email or group text, post about it on an internal social media page, and place a flier on the office bulletin board.

When using technology to communicate, offer training and instruction for those team members who may not be very tech-savvy.

3. What helps people work more effectively? Older team members may crave structure and traditional work environments. Young people often want more flexible work arrangements, such as the ability to telecommute or scale back hours.

The standard of excellence for a team can be the same, even as the working style varies from one team member to the next.

Three-quarters of our church’s staff members are female, and most are under the age of 40. We also represent three different generations.

We’ve had staff members adjusting their schedules to attend college. Others have worked from home while caring for small children. We have been flexible in our leadership approach to allow people to find the best context for their maximum effectiveness.

For some, that may mean unconventional hours, alternate schedules, or remote work. We have one team meeting each week so we can come together to lay out the game plan. But how people carry out the plan may vary in their respective ministries. As you lead a multigenerational team, be aware of what conditions help members of your team work more effectively.

4. How do team members contribute their ideas? There can be generational differences in the ways people share feedback. Older people who are accustomed to traditional power structures may keep their opinions to themselves and politely yield to supervisors. Young people tend to value equity and are often eager to share their thoughts, but they may nevertheless hold back in a stifling team culture.

A multigenerational team leader is careful to encourage diverse dialogue during meetings. In the absence of intentional management, some people usually dominate the conversation while others remain silent.

Define clear parameters for sharing ideas. Facilitate the discussion to keep the dialogue on track and give everyone a chance to speak. Utilize various methods for soliciting team feedback, such as surveys, a comment board, one-on-one conversations, and roundtable discussions.

Diversifying your approach makes room for the creativity and communication style of each generation. As people learn to relate to one another, cooperation and teamwork grows.

5. What kind of culture are we building? The unique generational qualities that set us apart can easily become stumbling blocks if we do not create the right environment for a multigenerational team.

As you become more intentional, bring your team along with you to create a healthy multigenerational culture. Plan discussions and social events outside of the ministry setting. Make time for team members to get to know one another and talk about their experiences, perspectives and working styles.

Ask open-ended questions that encourage everyone to share (e.g., How do you approach change? What is your preferred style of communication? What helps you work more effectively? What motivates you in ministry?). Growing in understanding will help eliminate false assumptions and overcome stereotypes.

Model good listening skills. Show your team by example the importance of valuing, respecting, and including every member.

Leading multigenerational teams can be challenging. But an intentional leader who develops the team and creates a healthy environment can leverage generational diversity for ministry that reaches every generation.

This article appears in the Fall 2021 edition of Influence magazine.