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Today, communications teams span up to five generations, each bringing different experiences, perspectives and expectations to the workplace. To explore what this means for leadership, culture and performance, The Work Crowd and Hanson Search hosted a LinkedIn Live event on Intergenerational Working in partnership with the PRCA Independent Consultants Group. The event coincided with the release of a new joint research report examining how communications teams are navigating generational diversity.
During the session, the panel discussed how organisations can turn generational diversity into a strength rather than a source of misunderstanding or tension.
The panel featured:
• Sarah Howe, Senior Advisor on Culture and Change Communications
• Janita Lakhanpal, Board and Business Development Director at Ketchum & PRCA EIAB Chair
• Amy Hayer, Managing Partner and DEI Lead at Hanson Search
The discussion was chaired by Madeline Weightman, COO & Co-Founder of The Work Crowd.
The discussion highlighted how, as working lives lengthen and retirement ages rise, organisations are seeing a wider range of experience and viewpoints within teams. This diversity was described as bringing benefits including broader perspectives, better decision-making and greater knowledge sharing. However, it can also introduce challenges around communication styles, expectations and perceptions of career progression.
Drawing on insights from the new report by The Work Crowd and Hanson Search, the conversation explored how hiring practices, leadership approaches and workplace cultures are changing as organisations navigate generational diversity. One of the key findings highlighted was that while intergenerational teams are now common, challenges still remain. Many professionals report differences in expectations around working styles, communication styles and leadership approaches.
The discussion also highlighted a growing move away from careers based primarily on length of time in a role, towards progression based on contribution and impact.
Another area explored during the session was the role of age-based assumptions in workplaces. The research found that 45% of professionals report experiencing age stereotyping in the workplace. These assumptions can affect trust, access to opportunities and how individuals are perceived within organisations. Age stereotypes can work both ways. Younger professionals may be seen as lacking experience, while more senior colleagues may be viewed as resistant to change or less comfortable with new technologies. The discussion also highlighted how these assumptions can shape expectations before individuals have the chance to demonstrate their capabilities. As a result, organisations risk overlooking talent and limiting collaboration across teams.
The panel emphasised that many of these stereotypes are shaped by long-standing cultural assumptions in the workplace.
Leadership was another key focus of the discussion. The panel explored how leaders can create environments where generational diversity becomes a strategic advantage.
Leaders increasingly manage teams with different expectations around communication, flexibility, career progression and feedback. This was described as requiring a more flexible leadership style that recognises individual needs alongside performance. The panel encouraged leaders to recognise individual strengths and contributions. When different perspectives are valued, teams are more likely to collaborate effectively and generate new ideas. The discussion also highlighted how intergenerational teams create opportunities for knowledge sharing. Senior colleagues can offer expertise and strategic perspective, while younger colleagues may introduce new approaches, particularly around technology, digital communication and emerging cultural trends.
When organisations actively encourage this exchange, they strengthen both team performance and collaboration.
The panel emphasised that generational diversity should be viewed as a source of strength. When organisations actively create cultures that value different perspectives, intergenerational teams can become powerful drivers of innovation, resilience and performance. Achieving this requires intentional leadership, open communication and a willingness to challenge long-standing assumptions about age and experience. As the communications industry continues to evolve, the panel agreed that the ability to build effective intergenerational teams will become an increasingly important leadership capability.
The discussion drew on new research conducted by Hanson Search and The Work Crowd exploring intergenerational working in communications teams. The full report provides deeper insights into hiring trends, leadership approaches and workplace dynamics across intergenerational teams.
Download the full report to learn:
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