Managing Across Generations: How You Can Build a Stronger Team as a Young Leader

When you enter a new industry, there’s a lot to learn. You may understand sales, customer service and leadership, but still feel like you’ve stepped into a whole new world. In the plumbing industry, you’re surrounded by passionate people with deep technical knowledge and years of hard-earned experience. It can be intimidating. You may spend your first few months simply trying to keep up and figure out what everyone is talking about.

Then you may find yourself moving into leadership. You have management experience and a passion for developing people, so on paper, the next step makes sense. But what happens when you’re 30, have less than a year in the industry and are leading people who have spent 10 or 20 years in the business? Some have worked in the field and know products inside and out. A few may have been working longer than you’ve been alive. At the same time, you may have newer employees eager to learn, grow and move up.

That’s when you learn that managing across generations isn’t really about age. It’s about understanding what matters to each person. Someone early in their career might be looking for growth and new opportunities. Someone in the middle of their career may be balancing big goals with family and other responsibilities. Someone with decades of experience may enjoy mentoring others or passing along the knowledge they’ve built over the years.

Of course, you can’t know what someone wants just by looking at their age or career stage. You have to get to know them. It’s easy to assume everyone is motivated by the same things you are, but taking the time to understand what matters to each person can change how you lead. As Southwest Sales Vice President Angela Lowrance says, “Meet people where they are.”

Making it a habit to be present and check in with your team is critical. It doesn’t have to be a long or serious conversation. Sometimes it’s a quick good morning; other times, you might talk about a customer issue, a movie, weekend plans or a family event. Those everyday conversations help you get to know your team and recognize when someone seems different from their usual self.

Over time, you learn what’s normal for each person. You notice who’s naturally energetic, who’s quiet, who likes to think things through and who usually walks in smiling. When something seems off, you’re more likely to notice and check in. What looks like poor performance might be personal stress. Resistance to change might come from fear or from feeling that years of experience are being brushed aside. That doesn’t mean you ignore a problem. It means you take a minute to understand what may be behind it before deciding how to help. People want to feel understood before they’re managed. “Win the hearts of your team.” as Southwest Sales President Ryan Wilkinson says. 

Every generation brings something valuable. Younger employees may push you to improve a process, try new technology or rethink the routine of “that’s how we’ve always done it.” Experienced employees bring product knowledge, customer insight and lessons you can only learn over time. The best teams make room for both. New ideas and hard-earned experience can make each other better, and the whole team benefits when neither is dismissed.

Culture matters, too. People come to work to do a job, and results and accountability matter. But you also want to enjoy the place where you spend so much of your day. An employee engagement group is one way to put that idea into practice. These groups create opportunities for people to connect outside their usual routines. It’s not just about throwing parties. Team-building activities, celebrations and recognition give people from different generations, backgrounds and roles a chance to get to know one another. Stronger relationships support better communication, and better communication can strengthen performance.

If you’re leading people with more industry experience, you don’t have to pretend you have all the answers. Be honest about what you know and what you’re still learning. Ask for someone’s expertise while staying responsible for decisions and results. Some of your best early lessons may come from people you’re responsible for managing. Their experience deserves respect, and you’ll need to earn theirs.

If you’re a seasoned leader, stay open to new ideas. Just because something is different doesn’t mean it’s wrong. No matter how old you are or how long you’ve been in the industry, you want to feel valued, respected and heard. Leadership isn’t about having every answer. It’s about helping people feel comfortable bringing their best ideas and effort to the table.

When you take time to understand what matters to people, make space for different strengths and build real connections, generational differences can become one of your team’s biggest advantages. The strongest teams aren’t made up of people who think alike. They’re made up of people who learn from one another, challenge one another and succeed together. In an industry built on relationships, that starts with trust and a willingness to bring out the best in each other.

By Kayla Martin

Kayla Martin is the Director of Inside Sales for ASA Sustaining Supplier Partner Southwest Sales.