Helping Firm Leaders Bridge Generational Gaps with Effective Communications

Most law firms’ employees and clients are a blend of four generations: Boomers, Gen Z-ers, Gen X-ers and Millennials. Communicating effectively with digital natives and non-digital natives is among the challenges of intergenerational workplaces.

Communicators and marketers can help firm leaders build a framework to bridge generational gaps. Ragan has suggestions for how to accommodate generational differences and preferences — without stereotyping — when communicating internally and externally.

Avoid a one-size-fits-all approach

The starting point is being aware of organizational demographics and your clients’ demographics. This awareness can help you plan accordingly to tailor messages for preferred communications styles. Sharing messages in more than one communications channel is key in enabling individuals to choose how they get their news. And giving individuals choices helps drive engagement with leaders’ messages.

For example, if a partner records a video announcement, accompany the video with a transcript for those who prefer reading to watching. Also, include a bullet-point summary for individuals who want short, easily digestible details.

Internally, this principle applies to both firmwide announcements and 1:1 conversations between leaders and team members. A Boomer lawyer may prefer a phone call, for example, while a Millennial associate may be more comfortable with a video chat.

Reflect your firm’s culture and values

Regardless of the channels you use, your firm’s culture and values should guide internal and external communications. It’s important to reinforce the firm’s values in every touch point, especially when leaders are communicating across channels. For employees, grounding messaging in firm values helps ensure that everyone has the same takeaways, regardless of whether they watch a video or read bullet points. Externally, this approach helps ensure that the firm’s values shine in everything from thought leadership to client communications.

In addition, determining communication norms can be another part of how leaders foster culture within the firm. Leaders can acknowledge that everyone has their own communications preferences and clarify which communications tools, such as Microsoft Teams, the firm designates for messaging.

Build connections

Strong leadership communications rely on making connections. You can help leaders embrace an authentic style that keeps the focus on their ideas and contributions, while speaking in and dressing in styles that are true to their roots and values. This may involve (gently!) pushing leaders outside of their comfort zone. Younger generations expect authenticity from leaders; they assume leaders will share their emotions, for example, which is something that more seasoned leaders may tend to avoid.

Finding the right balance may take time, but it’s worth the effort to help leaders find their voice. Strong leadership communications can engage employees and maintain strong client relationships across the generations.