In this episode of The Science of Excellence, I sat down with Subbu Kalpathi, Talent and OD professional, podcast host and author. We talked about how companies can make the most of having different generations working together.
Subbu offers a fresh take on a topic that's usually full of stereotypes. He looks at the broader context and life stages that shape how people act at work.
These 4 insights stood out most from our conversation:
- Context Shapes Generations
- Intrinsic Motivation Transcends Generational Labels
- AI Is Bringing Out Intergenerational Differences
- Leaders Must Create Space for Cross-Generational Learning
1. Context Shapes Generations
In Subbu's Words: "Context matters. So generations don't exist in isolation. We can't talk about generations without really considering the world that they live in, and their technological shifts or economic conditions or societal norms... We need to be a little cautious about labeling. Some differences are simply age-related. They may not be generational."
When we talk about generational differences, we often forget about what's happening in the world around us. Without thinking about tech changes, the economy, and society's rules, we miss what's really driving how people act at work.
Subbu points out how technology has changed work itself – turning organizations from rigid structures to more flexible networks, and shifting leadership from giving orders to building alignment. These changes affect everyone, regardless of when they were born.
2. Intrinsic Motivation Transcends Generational Labels
In Subbu's Words: "Motivation, as we all know, is universal, especially intrinsic motivation. Everybody seeks meaning and purpose. People are naturally drawn to work which is challenging and provides them intrinsic fulfillment... This focus on intrinsic motivation, I think has persisted into Gen Z as well. Like millennials, Gen Z today values personal growth, meaningful work and opportunities for skill development."
While the specifics may vary, the fundamental drivers of workplace motivation remain consistent across generations. Whether it's autonomy, mastery, or purpose, the desire for meaningful work isn't unique to any age group.
What may be shifting is how people prioritize and act on different motivators. For example, younger generations seem increasingly likely to choose entrepreneurial paths such as becoming a creator to gain greater autonomy—a trend that's become more prevalent in the last decade.
This shift extends beyond work preferences to include broader concerns about balance and wellbeing. As Subbu notes, discussions about work-life balance and mental health were far less common a decade ago. Today's workplace culture increasingly recognizes that sustainable performance requires attending to both productivity and wellbeing.
3. AI Is Bringing Out Intergenerational Differences
In Subbu's Words: "I was a fly on the wall in a training program for Gen Z... I heard them talk about how they use generative AI in writing their final thesis. I remember, it took me months to work and get through my thesis. But these folks accomplished it in weeks with the power of Gen AI. You can listen to such things and be appalled saying, 'Oh my God, what is this? This Gen Z cuts corners.' Or you can be a little curious and look for deeper insights into how our world is transforming."
AI tools are introducing new expectations and behaviors that may differ across generations. Younger employees who used these tools throughout school think about solving problems in completely different ways.
It's tempting to see this negatively, but Subbu suggests leaders should be curious instead of judgmental. The real question isn't if younger people are taking shortcuts, but how these tools let them work differently and think at higher levels.
4. Leaders Must Create Space for Cross-Generational Learning
In Subbu's Words: "Organizations that are not afraid of putting together people in a room who come from different generations, where they can have open conversations, respectfully, meaningfully, without really pulling each other down... Leaders and managers who see that and who say, 'To be able to harness this diversity, I need people in the room who are diverse and working with each other,' and who really push people to collaborate in that fashion."
Companies that get the most from having multiple generations don't just hope people will learn from each other. They make it happen by creating chances for different age groups to talk and work together.
This fights against our natural pull toward people who remind us of ourselves. Without some push, people of different ages tend to stick to their own groups.
Guided conversations can help break these patterns. With simple rules about respect and listening, leaders can build spaces where stereotypes fall apart as people actually get to know each other. This could be reverse mentoring where younger staff teach senior leaders, or mixed teams working together on real problems.
The best leaders for this work are genuinely curious and can step outside their own viewpoint. They create safety for all views and know when to push forward and when to step back and listen.
Until next time,
Vince
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