Tag: leadership development

Leading Multi-Generational Teams: It’s Less About Age Than You Think

Walk into almost any workplace today and you’ll probably find someone who still says, “I’ll give you a call,” sitting next to someone who’s wondering why we’re having a meeting that could’ve been a Slack message.  Welcome to the modern workplace! 

For the first time in history, we’ve got up to five generations working side by side. Different experiences. Different expectations. Different ideas about what “normal” looks like at work. 

And while it’s tempting to blame every workplace disagreement on “those Millennials”, “typical Gen Z”, or “classic Boomer behaviour”… that’s only telling half the story. 

Generational differences do exist. They matter. But they’re only one piece of the puzzle. 

The best leaders don’t ignore those differences, and they certainly don’t stereotype them. Instead, they understand where those differences come from, recognise the strengths each generation brings, and create an environment where everyone can do their best work. 

We Aren’t Randomly Different 

Every generation has been shaped by a completely different world. 

Baby Boomers entered workplaces where loyalty often led to long-term careers and face-to-face conversations were simply how business was done. 

Generation X experienced economic uncertainty, organisational restructures, and the rise of personal computers, creating a generation that often values independence, pragmatism, and getting on with the job. 

Millennials came of age during rapid technological change, the Global Financial Crisis, and increasingly collaborative workplaces. Many place a strong emphasis on purpose, development, and regular feedback. 

Generation Z has grown up with smartphones, social media, instant communication, and COVID disrupting education and early careers. It’s hardly surprising they expect technology to work seamlessly, communication to be timely, and leaders to be accessible. 

It’s a bit like asking someone who learned to drive a manual in 1985 and someone who grew up with reversing cameras and lane assist to agree on the “right” way to park. Same destination. Slightly different journey. 

None of these experiences are right or wrong. They’re simply different.  And those different starting points shape what each of us considers “normal” at work.  Which is a relief really… because imagine how boring the office would be if everyone thought exactly the same! 

But Trends Aren’t Stereotypes 

Here’s where we think many conversations about generations go wrong.   

We take broad trends and turn them into labels.  Not every Baby Boomer dislikes technology.  Not every Millennial wants constant praise.  Not every Gen Z employee lives on TikTok. 

We’ve met twenty-somethings who’d rather pick up the phone than send a voice note, and sixty-year-olds who are first in line to test the latest AI tool. 

Humans love shortcuts. Our brains are constantly trying to categorise people because it saves thinking.  Unfortunately, it also gets us into trouble. 

Assuming every Gen Z employee hates phone calls is about as accurate as assuming every Baby Boomer still owns a fax machine.  Generational influences help explain some workplace preferences. They don’t define individuals.  The moment we assume someone will behave a certain way simply because of their birth year, we’ve stopped leading people and started leading stereotypes. 

This Is Where Extended DISC® Changes the Conversation 

One of our favourite moments during an Extended DISC® Team Collaboration Workshop is watching someone have a genuine lightbulb moment. 

“Oh… they’re not being difficult. They just process information differently.” 

We see this almost every workshop.  It’s usually followed by someone slowly turning to look at their colleague with a mixture of surprise… and just a tiny bit of guilt.  Suddenly, the colleague who gets straight to the point isn’t rude.  The team member asking lots of questions isn’t challenging authority. 

The person who wants time to think before responding isn’t disengaged. 

Because while generations influence our expectations, behavioural style influences how we communicate, make decisions, solve problems, and work with others.  Two Millennials can have completely different communication styles.  Two Gen X leaders can approach feedback in completely different ways.  That’s why understanding behavioural preferences often explains workplace friction far better than age alone. 

When teams understand both generational influences and behavioural styles, they stop making assumptions and start adapting their communication to the individual sitting in front of them. 

That’s where collaboration really starts to improve. 

Most Workplace Friction Isn’t About Age. It’s About Expectations. 

Here’s a fun little experiment.  Ask your team these questions and watch how quickly the answers differ. 

  • Should emails be answered after hours? 
  • Is it okay to send a Slack message instead of booking a meeting? 
  • How much feedback should managers give? 
  • When is it acceptable to work from home? 
  • Should you pick up the phone or send a Teams message? 

It’s easy to assume these are generational disagreements.  More often than not, they’re expectation gaps.  Everyone arrives at work with their own version of what’s “normal”, shaped by their upbringing, previous workplaces, personality, and life experience. 

If those expectations are never discussed, people naturally assume everyone sees the world the same way they do.  Spoiler alert… they don’t.  Nobody’s trying to be difficult.  They’re just following a completely different set of unwritten rules. 

Spice’s Hot Take 

Most workplace conflict isn’t caused by generations.  It’s caused by assumptions. 

Swap assumptions for curiosity, and you’ve solved half the problem before HR even gets involved. 

Great Leaders Adapt. They Don’t Assume. 

We sometimes hear leaders say, “I just treat everyone the same.” 

It sounds fair.  It just isn’t always effective.  Good leadership isn’t about treating everyone identically.  It’s about giving everyone what they need to succeed.  

Some people appreciate regular check-ins.  Others value autonomy.  Some want detailed information before making a decision.  Others prefer the headlines and will ask questions later. 

Great leaders learn to flex their communication rather than expecting everyone else to flex to them.  That’s exactly what we focus on in our Leadership Capability Training. Helping leaders develop the awareness and flexibility to bring out the best in every person, regardless of age or personality. 

Give Everyone the Same Destination 

One thing we’ve found is remarkably consistent across every generation?  People want to know that what they do matters.   

Strip away the birth years, job titles, and communication preferences, and humans are actually pretty similar.  We all like knowing our work makes a difference.   

Purpose has a funny way of cutting through generational differences.  When everyone understands where the business is heading, why it matters, and how they contribute, conversations become less about how people prefer to work and more about what they’re working towards together. 

That’s why our Purpose, Vision & Strategy Workshops are such a powerful foundation for growing teams. They create alignment around a shared destination while allowing individuals to bring their own strengths to the journey. 

Clear Expectations Beat Guesswork Every Time 

If there’s one thing that reduces workplace friction faster than almost anything else, it’s clarity. 

  • Clear expectations around communication. 
  • Clear expectations around flexibility. 
  • Clear expectations around performance. 
  • Clear expectations around behaviours. 

When expectations are written down, talked about, and reinforced consistently, people spend far less time trying to interpret each other’s intentions.  That’s where practical tools like well-written Employee Handbooks become invaluable. They don’t just cover policies and procedures. They remove ambiguity, create consistency, and help everyone understand what success looks like, regardless of when they were born! 

Because nobody should need detective-level investigative skills to work out whether replying-all to every email is encouraged… or quietly frowned upon. 

The Real Opportunity 

Think about the best team you’ve ever been part of.  Chances are it wasn’t made up of people who all looked the same, thought the same, or had exactly the same career journey.  It worked because everyone brought something different to the table… and nobody was trying to flip the table over. 

A multi-generational workforce isn’t something to manage.  It’s something to leverage. 

Experience brings wisdom.  Fresh perspectives spark innovation.  Stability creates consistency.  Curiosity drives improvement. 

The organisations that thrive aren’t the ones trying to make everyone think the same.  They’re the ones creating environments where different perspectives strengthen the team instead of dividing it.  Because when leaders understand both generational influences and individual behavioural styles, create a shared purpose, and make expectations visible, something powerful happens.  People stop working around each other and start working with each other. 

Time to Add Spice 

At Spice, we love helping teams replace assumptions with understanding. 

Sometimes that means introducing a Gen Z graduate to someone who still remembers carbon copy paper!  Sometimes it means helping a leader realise that not everyone wants feedback delivered the way they do.  Sometimes it simply means helping a team laugh about their differences instead of getting frustrated by them. 

Because once people understand why someone works differently, those differences stop feeling annoying… and start becoming useful. 

Through our Extended DISC® Team Collaboration Workshops, Leadership Capability Training, Purpose, Vision & Strategy Workshops, and practical Employee Handbooks, we help teams create workplaces where every generation can thrive.  Because generational differences aren’t the problem.  Unspoken expectations are! 

If you’d like to build a workplace where people communicate better, collaborate more effectively, and appreciate what every generation brings to the table, we’d love to help you Add Spice. 

Onboarding Has Become a Tick-Box Exercise. Let’s Fix That.

Once upon a time, onboarding was about helping someone feel welcome. Now? It often looks more like: 

“Here’s your laptop.” 
“Here’s 17 forms.” 
“Here’s the Health & Safety manual.” 
“Sign here.” 
“Sign here too.” 
“Have you done your compliance modules?” 

Tick. Tick. Tick. 

Somewhere along the way, onboarding quietly shifted from culture to compliance.  And while compliance matters (we’re HR people, we’re not about to suggest otherwise!), many businesses have accidentally turned the first few weeks of employment into a giant tick box exercise. 

The result?  People are technically onboarded, but they’re not actually connected. And that’s becoming an expensive problem. 

The Early Exit Problem 

The first few months of employment are some of the highest-risk periods in the employee lifecycle. Research consistently shows: 

  • 69% of employees are more likely to stay for at least three years when they experience great onboarding. (flair.hr) 

That’s a lot of recruitment fees, training time, management effort, and team disruption walking straight back out the door. And contrary to popular belief, most people don’t leave because they couldn’t figure out how to complete their induction paperwork. 

They leave because they don’t feel connected. They don’t understand how they fit. They don’t know what’s expected. Or they spend their first few weeks wondering if they made the wrong decision. 

People Don’t Join Companies. They Join Experiences. 

Think back to your own first day somewhere new. You probably don’t remember every policy you signed. But you’ll remember: 

  • Whether someone was expecting you. 
  • Whether your laptop worked. 
  • Whether anyone took you to lunch. 
  • Whether your manager had time for you. 
  • Whether you felt awkward or included. 

Those moments matter. 

Before a new employee has even delivered meaningful output, they’re already deciding whether this feels like somewhere they belong. In fact, some studies suggest most employees decide how long they’ll stay within their first six months. (Enboarder) 

That’s not a lot of time to get it right. 

The Businesses That Nail Onboarding Do One Thing Differently 

They stop thinking about onboarding as a day. And start thinking about it as a journey. Too many organisations treat onboarding as complete once the paperwork is filed and the mandatory training is done. 

The reality? The real onboarding starts after that. When the new person begins navigating: 

  • New relationships 
  • New systems 
  • New expectations 
  • New personalities 
  • New ways of working 

That’s where confidence is built. Or lost. 

The Power of 30-60-90 Day Check-Ins 

One of the simplest things businesses can do is create intentional check-in points. Not performance reviews. Conversations. 

30 Days 

Focus on clarity. 

  • What has surprised them? 
  • What still feels unclear? 
  • What support do they need? 
  • Are expectations making sense? 

60 Days 

Focus on connection. 

  • Who have they built relationships with? 
  • Are they feeling part of the team? 
  • What’s working well? 
  • Where are they getting stuck? 

90 Days 

Focus on confidence and future success. 

  • What are they proud of so far? 
  • What development support would help? 
  • What should their next 90 days look like? 

These conversations often uncover concerns long before they become resignations. They’re also particularly valuable when you’re operating under a 90-day trial period. Because if performance concerns do exist, you want visibility early, not a surprise in week twelve. 

Small Things That Make a Big Difference 

You don’t need a Silicon Valley budget to create a great onboarding experience. Some of the most effective things are surprisingly simple: 

Be Ready 

Have their equipment, access, workspace, and systems prepared. Nothing says “we’re excited you joined us” like spending three days waiting for a login password. 

Assign a Buddy 

Managers are important. But buddies are gold. New starters often ask buddies the questions they don’t want to ask their boss. A good buddy helps people understand the unwritten rules, social dynamics, and day-to-day practicalities. 

Introduce the Bigger Picture 

Don’t just tell people what they do. Help them understand what everyone else does too. Give them time with key stakeholders across the business. When people understand how departments connect, they make better decisions and build stronger relationships faster. 

Create Early Wins 

People want to contribute. Find opportunities for meaningful success early. Confidence grows when people feel useful. 

One Size Doesn’t Fit All 

This is where onboarding often gets overlooked. Not everyone learns the same way. Not everyone processes information the same way. Not everyone responds to feedback the same way. Some people want detailed instructions. Others want the outcome and freedom to figure it out. Some want regular check-ins. Others want space. 

This is where tools like Extended DISC® can be incredibly valuable. 

When managers understand a new employee’s behavioural style, they gain insights into: 

  • How they prefer to learn 
  • How they communicate 
  • What motivates them 
  • What may cause stress or frustration 
  • What signs to look for when they’re struggling 
  • How to adapt coaching and support during those critical first few months 

It’s not about putting people in boxes. It’s about helping managers lead people more effectively, sooner. 

Make Onboarding Human Again 

Compliance matters. Employment agreements matter. Policies matter. Health & Safety matters. But none of those things create belonging. 

The businesses seeing the strongest retention aren’t necessarily the ones with the fanciest onboarding systems. They’re the ones that make people feel expected, prepared for, connected, and valued. Because at the end of the day, onboarding isn’t just about protecting the business. It’s about giving people a reason to stay. 

How Spice Can Help 

At Spice, we help businesses create onboarding experiences that go beyond paperwork and process. 

From practical onboarding frameworks and manager guidance, through to Extended DISC® insights that help leaders understand how each new team member learns, communicates and develops best, we help businesses build onboarding journeys that actually stick. 

Because when people feel connected, clear, and supported from the start, everybody wins. 

And that’s how you truly Add Spice! 

Feedback That Fuels Growth: How to Build a Feedback-Positive Culture

At Spice, we often work with business owners and leaders across New Zealand who initially have reservations about feedback. They know it matters. They know avoiding it causes problems. And yet, many still feel uncomfortable giving it.

What we see most often is feedback being delayed, diluted, or saved for moments that feel heavier than they need to be. This is rarely about a lack of care. It is usually about uncertainty. Leaders are unsure how to give feedback clearly, fairly, and without damaging trust.

Thriving workplaces treat feedback differently. They treat feedback as a normal part of leadership, not a corrective event. They move from avoidance to coaching, use clear frameworks, and create consistency so feedback feels expected rather than threatening.

Shift from judgement to coaching

One of the biggest blockers to effective feedback is the belief that feedback equals criticism. When leaders approach feedback as judgement, it feels risky and emotionally charged. That is when avoidance creeps in.

We encourage leaders to reframe feedback as coaching. Coaching-focused feedback is forward looking, specific, and grounded in development. It focuses on what will help someone succeed next, rather than what they did wrong last time.

This mindset shift sits at the centre of Spice’s Leadership Capability Workshops. Leaders learn how to treat feedback as part of developing people, not something reserved for difficult conversations. When coaching becomes the default, feedback becomes easier, more regular, and far more effective.

Build feedback into everyday rhythms

Feedback works best when it is small, regular and predictable. Waiting for annual reviews or serious issues creates unnecessary pressure and defensiveness.

Structured catch ups and one to ones are the backbone of a feedback positive culture. They create a safe, consistent space to talk about progress, challenges and expectations before issues escalate.

Spice’s Feedback Processes, 1:1 and Coaching Conversation frameworks give leaders a clear structure for these discussions. When feedback is built into normal rhythms, it feels supportive, not confrontational.

Use DISC to help feedback land

One size never fits all when it comes to feedback. What motivates one person may overwhelm another. What feels clear to one team member may feel blunt or confusing to someone else.

This is where Extended DISC® personal insights become incredibly powerful. DISC helps leaders understand how different people prefer to receive information, process feedback and respond under pressure.

When leaders flex their approach based on DISC awareness, feedback lands better. It reduces defensiveness, builds trust and increases the chance that feedback actually leads to change rather than resentment.

Make improvement clear and fair

Avoidance often creeps in when leaders worry about being unfair or inconsistent. They hesitate because they are unsure where the line is between informal feedback and formal performance management.

Clear improvement processes remove this fear. A well designed PIP Process is not about punishment – it’s about clarity, support and accountability. It sets expectations clearly, documents agreed actions and gives people a fair opportunity to improve.

At Spice, we support organisations to have informal and formal conversations as part of a fair, well-managed performance improvement system. When leaders trust the process, they are far more willing to address issues early.

Build confidence to speak up early

Avoidance often comes from a desire to protect relationships. In practice, delaying feedback usually damages trust more than addressing issues early.

Our Leadership Capability Workshops focus on building confidence in communication. Leaders practise having clear, respectful conversations, learn how to manage emotional responses and gain tools for navigating discomfort without avoidance.

The result is leaders who are willing to speak up early, calmly and constructively. That alone can transform team dynamics.

Create psychological safety around feedback

Feedback thrives in environments where people feel safe to ask questions, make mistakes, and learn. Psychological safety does not mean lowering standards. It means people trust that feedback is coming from a place of development, not blame.

Regular check ins, clear expectations and consistent follow through all contribute to this. When leaders model openness to feedback themselves, teams quickly follow.

Research consistently links psychologically safe workplaces with stronger engagement, retention, and performance. Feedback is a key driver of that safety.

Keep it human

Perfect feedback does not exist. And waiting until you have the perfect words often means saying nothing at all.

A feedback positive culture is not built through scripts. It is built through consistency, fairness and genuine interest in people’s growth.

Consistency matters far more than polish.

The payoff

When feedback becomes normal, teams move faster. Expectations are clearer. Issues are addressed earlier. Leaders spend less time managing fallout and more time developing capability.

Feedback done well fuels growth for individuals, teams and the business as a whole.

Time to Add Spice

At Spice, we help leaders move from avoidance to coaching through structured feedback processes, leadership capability workshops, DISC insight, and fair, well-managed improvement frameworks. If you want to build a feedback-positive culture that genuinely supports growth, we would love to help you Add Spice.