Intergenerational Working in Communications: Leadership, Progression and Performance

Intergenerational Leadership: Managing Generational Diversity in Communications 

Communications teams today often span up to five generations, bringing together professionals with very different experiences, expectations and approaches to work. To discuss what this means for leadership and team performance, Hanson Search and The Work Crowd hosted a LinkedIn Live event on intergenerational working in communications, in partnership with the PRCA Independent Consultants Group. The discussion coincided with the publication of a joint research report on how communications teams are managing generational diversity. 

The session was chaired by Madeline Weightman, COO and Co-Founder of The Work Crowd, and featured: 

• Sarah Howe, Senior Advisor on Culture and Change Communications 

• Janita Lakhanpal, Board and Business Development Director at Ketchum and PRCA EIAB Chair 

• Amy Hayer, Managing Partner and DEI Lead at Hanson Search 

The panel discussed how organisations can move beyond generational assumptions and instead use generational diversity to strengthen collaboration and decision-making. 

A Workforce Spanning Multiple Generations 

A starting point for the conversation was the changing structure of the workforce. As people remain in employment for longer, organisations are bringing together colleagues at very different stages of their careers. For communications teams, this can be a real strength. Different perspectives can improve decision-making and encourage knowledge sharing across teams. At the same time, generational differences can lead to misunderstandings around working styles, communication and expectations about career progression. 

Insights from the new Hanson Search and The Work Crowd report helped frame the discussion. The research shows that while intergenerational teams are now common, differences in expectations around communication, flexibility and leadership can still create tension in some organisations. 

Age Assumptions in the Workplace 

Another theme discussed during the event was the role of age stereotypes at work. Research shared during the session found that 45% of professionals say they have experienced age stereotyping in the workplace. These assumptions can affect trust, shape access to opportunities and influence how individuals are perceived. Age stereotypes can affect people at different stages of their careers. 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 panel noted that these assumptions can shape expectations before individuals have the chance to show their abilities. As a result, organisations may overlook talent and limit collaboration across teams. 

Leading Teams Across Generations 

Leadership was another focus of the discussion. As teams become more generationally mixed, leaders often need to manage different expectations around communication, flexibility, career development and feedback. Rather than focusing on generational labels, the panel encouraged leaders to recognise individual strengths and contributions. Teams tend to work better when different perspectives are valued and people feel their experience is recognised. 

Intergenerational teams also support knowledge exchange. More experienced professionals often bring industry knowledge and strategic perspective, while younger colleagues may introduce new ways of working, particularly in areas such as digital communication and technology. Encouraging this exchange can improve both collaboration and overall team performance. 

Changing Expectations Around Career Progression 

The conversation also touched on career progression. Traditional career models have often been linked to time in a company and promotions based on seniority. However, many organisations are placing greater emphasis on contribution and impact rather than length of time in a role. This move is particularly visible in communications roles, where professionals may demonstrate expertise and strategic capability at different stages of their careers. 

Recognising contribution rather than tenure can help organisations identify talent more effectively and create opportunities across teams. 

Generational Diversity as a Strength 

The panel concluded that generational diversity should be viewed as a strength rather than a challenge. When organisations create environments where colleagues from different generations can work together effectively, teams benefit from broader thinking, stronger collaboration and better outcomes. 

As communications teams continue to change, the ability to lead across generations is becoming an important leadership capability. 

Download the Intergenerational Working in Communications Research 

You can download the full report here to learn more about how communications leaders are managing generational diversity and building stronger intergenerational teams. 

If you would like to discuss how these insights apply to your organisation or explore leadership and communications hiring, contact the Hanson Search team. 

Hanson Search is a global recruitment, executive search and talent advisory consultancy. We work with organisations across the UK, Europe, the Middle East and the US to help build high-performing teams that manage reputation, drive growth and lead organisational change.