The Age of Relatability: A Research‑Backed Guide to Leading a Multigenerational Workforce
Today’s organizations are led by managers who are responsible for multigenerational teams that include Baby Boomers, Gen X, Millennials, and Gen Z. Each group brings different expectations of leadership, communication, and culture. When leaders don’t adapt, they see more friction, lower employee engagement, and higher turnover.
This guide distills proprietary research and practical experience from keynote speaker and consultant Rachel DeAlto into a simple, actionable framework leaders can use to connect, communicate with, and inspire their multigenerational workforce.
Use this page as a practical toolkit for leadership development, employee engagement initiatives, and culture work across generations.
Executive Summary – Why Relatable Leadership Matters Now
Key Findings at a Glance
Relatable leaders are more effective. Across generations, employees rated leaders who show their human side a 9 out of 10 for effectiveness.
Respect and trust are universal. Baby Boomers, Gen X, Millennials, and Gen Z all rank “respectful” and “trustworthy” as top traits of relatable leadership.
One style does not fit all. Younger generations respond to emotional intelligence and openness to feedback, while older generations put more weight on transparency, follow‑through, and recognition.
The old model is broken. Most respondents described their workplace culture as “all‑business‑all‑the‑time” and out of step with how people actually want to be led today.
Who This Guide Is For
Executives and HR leaders responsible for culture and employee engagement
People leaders managing teams across multiple generations
Event planners seeking a multigenerational leadership keynote speaker who brings research‑backed, practical tools to the stage
Organizations designing communication, leadership, and engagement programs for today’s workforce
What Is Relatable Leadership in a Multigenerational Workforce?
Relatable leadership is the ability to lead in a way that feels human, trustworthy, and relevant across age groups, backgrounds, and roles. It is not about being everyone’s best friend; it is about creating an environment where people feel respected, heard, and motivated to contribute.
In our research, employees most often described relatable leaders as:
Respectful – Demonstrate genuine regard, even under pressure
Trustworthy – Do what they say they will do, consistently
Clear communicators – Share information in a way people can understand and act on
Active listeners and collaborators – Ask, listen, and adjust when needed
Emotionally intelligent – Aware of their impact on others
For organizations, relatable leadership is a strategic lever for:
Higher employee engagement and retention
Better cross‑generational collaboration
Stronger succession planning and knowledge transfer
What Research Is “The Age of Relatability” Based On?
Study Design and Participant Profile
This guide is grounded in a quantitative study conducted with Level 7 Market Research in December 2023 and supported by thousands of real‑world audience interactions.
We surveyed:
400 U.S.-based professional employees
Office‑based roles in professional services, management, and administration
20+ industries, including:
Health care and social assistance
Educational services
Finance and insurance
Information technology
Retail trade
Professional, scientific, and technical services
Manufacturing, public administration, non‑profits, and more
Even distribution across generations
Baby Boomers
Generation X
Millennials
Generation Z
Range of tenure
From less than six months to more than 20 years
In addition to survey data, this whitepaper incorporates experiential research from thousands of audience questions, polls, and conversations in Rachel’s leadership and employee engagement keynotes and consulting sessions.
The CCI Framework: Connect, Communicate, Inspire
At the core of The Age of Relatability is the CCI Framework—a simple, research‑backed model used by organizations to build more relatable leaders and more engaged teams.
Connect – Daring to Be Human
Relatable leaders dare to be human. They:
Build trust and respect at the individual level
Practice self‑awareness and acknowledge their impact on others
Seek to understand individual perspectives and motivations
Use empathy and active listening to strengthen team dynamics
Create a sense of belonging without erasing differences
Generational insight:
Gen Z and Millennials are more likely to connect with leaders who are emotionally intelligent and willing to admit mistakes.
Gen X and Baby Boomers place higher value on authenticity and transparency, and less on “confessional” leadership.
Communicate – Creating Clear, Two‑Way Dialogue
Relatable leaders communicate in ways people can actually use. They:
Share information clearly, avoiding jargon when possible
Adapt delivery across channels (in‑person, virtual, written, async)
Invite questions and feedback
Address conflict directly and constructively
Generational insight – How should leaders communicate?
Younger generations prioritize leaders who are open to feedback, development, and growth conversations.
Older generations want honest, transparent communication and meaningful recognition of contributions.
Inspire – Aligning Work With Purpose and Growth
Relatable leaders do not rely on hype; they connect daily work to a meaningful purpose and real opportunities. They:
Align individual strengths and experiences with team and company goals
Provide growth paths, stretch assignments, and mentoring
Establish transparent expectations and accountability
Model the values and behaviors they promote
Generational insight – What inspires people?
Gen X and Baby Boomers are inspired by leaders who empower their growth and advancement.
Gen Z and Millennials are inspired by leaders who show emotional intelligence and connect their work to a broader mission.
Across all generations, “heroic war stories of resilience” ranked surprisingly low as a source of inspiration compared to practical support and real accountability.
How Do Generational Experiences Shape Expectations of Leadership?
Understanding generational context helps leaders design communication and engagement strategies that work across age groups—without stereotyping individuals.
Baby Boomers (Born 1946–1964)
Defining experiences:
Post‑war economic expansion and optimism
Civil and human rights movements
Vietnam War and anti‑war protests
Culture shifts of the 1960s and 1970s
In the workplace, Baby Boomers often:
Value face‑to‑face communication and long‑term relationships
Take pride in tenure, loyalty, and deep expertise
Appreciate recognition for their contributions and legacy
Generation X (Born 1965–1980)
Defining experiences:
“Latchkey” childhoods with more independence
Economic instability and recessions in the 1970s–80s
Rise of personal computers, early internet, and cable media
Shifts in family structures and norms
In the workplace, Gen X often:
Prefer autonomy and minimal micromanagement
Are skeptical of corporate fads; value practical, direct communication
Serve as a bridge between older and younger generations
Millennials (Born 1981–1996)
Defining experiences:
Growth of the internet, mobile technology, and social media
9/11, the 2008 financial crisis, and rising student debt
Increased focus on diversity, inclusion, and social responsibility
In the workplace, Millennials often:
Expect leaders to be transparent, fair, and human
Seek flexibility, growth, and meaningful work
Push organizations to align words, values, and actions
Generation Z (Born 1997–2012)
Defining experiences:
True digital natives with constant connectivity
Highly diverse, inclusive peer environments
Climate anxiety, global instability, and a pandemic during formative years
In the workplace, Gen Z often:
Value mental health, flexible work, and psychological safety
Expect leaders to be honest, socially aware, and open to feedback
Want development opportunities and clear paths to growth
What Do All Generations Agree on About Leadership?
Despite differences, the data shows strong cross‑generational alignment on what makes leadership relatable and effective.
Shared Top Traits of Relatable Leaders
Across Baby Boomers, Gen X, Millennials, and Gen Z, the same traits rise to the top:
Respectful – Treat people with dignity and consideration
Trustworthy – Keep promises and act with integrity
Clear communicators – Explain the “what” and the “why”
Active listeners and collaborators – Ask, listen, and involve others
Respect lays the groundwork for empathy and collaboration. Trustworthiness reinforces reliability and psychological safety. Together, they build a foundation for engagement and performance.
How Effective Is a “Human” Leadership Style?
When asked, “On a scale of 1–10, how effective are leaders who are willing to show their relatable, human side?” the cross‑generational answer averaged 9 out of 10.
Employees and leaders alike told us their organizations still operate with an outdated “all‑business‑all‑the‑time” approach, even though everyone agrees that relatable, human‑centered leadership gets better results.
How Can Leaders Use the CCI Framework With Each Generation?
This section gives practical, plug‑and‑play ideas for applying Connect, Communicate, Inspire with each generation on your team.
How to Lead Baby Boomers Effectively
What Baby Boomers Want From Leaders
Baby Boomers respond best to leaders who:
Recognize and respect their experience and contribution
Ask for their input and act on it
Provide clear goals and structures
Invite them to mentor, teach, and shape the future
Key Risks – The “Great Brain Drain”
Many Baby Boomers have decades of institutional knowledge and client relationships.
About half plan to work past traditional retirement age, yet thousands still retire daily.
Without proactive succession planning, organizations risk losing critical knowledge and relationships.
Practical Applications (Connect, Communicate, Inspire)
Connect:
Acknowledge their history with the company and clients.
Involve them in strategic conversations where their experience is relevant.
Communicate:
Listen actively in one‑to‑one settings.
Provide clear information and timelines for change.
Inspire:
Offer meaningful opportunities to mentor and transfer knowledge.
Connect their work to the organization’s long‑term vision and legacy.
How to Lead Generation X Effectively
What Gen X Wants From Leaders
Gen X responds best to leaders who:
Are honest, transparent, and reliable
Avoid micromanagement and respect autonomy
Recognize their loyalty and contributions
Offer real growth, not just added responsibilities
Gen X as the “Bridge” Leaders
Hold a large share of leadership roles and manage many direct reports
Often feel squeezed between the expectations of senior leadership and younger employees
Play a critical role in translating strategy into day‑to‑day reality
Practical Applications (Connect, Communicate, Inspire)
Connect:
Build real, not performative, relationships.
Demonstrate you trust them to do their jobs.
Communicate:
Be direct and candid—no spin.
Share context for decisions, not just instructions.
Inspire:
Offer opportunities to lead strategic projects or change initiatives.
Recognize their role in stabilizing teams and mentoring others.
How to Lead Millennials Effectively
What Millennials Want From Leaders
Millennials respond best to leaders who:
Show their human side, including mistakes and learning
Are emotionally intelligent and open to feedback
Hold themselves accountable as much as they hold others accountable
Offer coaching, development, and clear paths to advancement
Millennials as a Transformative Force
The largest generation in the workforce
Highly educated, tech‑savvy, and values‑driven
Driving demands for flexible work, inclusivity, and purpose‑driven cultures
Practical Applications (Connect, Communicate, Inspire)
Connect:
Share appropriate personal stories and lessons learned.
Ask for feedback and show how you use it.
Communicate:
Explain the “why” behind decisions.
Make it safe to raise concerns and ideas.
Inspire:
Provide stretch assignments, mentoring, and growth opportunities.
Connect their contributions to meaningful impact on customers, communities, or causes.
How to Lead Generation Z Effectively
What Gen Z Wants From Leaders
Gen Z responds best to leaders who:
Are honest, transparent, and authentic
Talk openly about mistakes and course‑correct visibly
Care about mental health and realistic workloads
Actively invest in their learning and development
Gen Z as a Dynamic, Diverse Talent Pool
One of the most racially and ethnically diverse generations
High college enrollment rates and digital fluency
Strong focus on inclusion, mental health, and social impact
Practical Applications (Connect, Communicate, Inspire)
Connect:
Be real, not overly polished or distant.
Show genuine interest in who they are beyond their job title.
Communicate:
Offer frequent check‑ins for questions and feedback.
Spell out expectations clearly, with room for dialogue.
Inspire:
Connect their work to a mission or purpose they care about.
Provide skill‑building opportunities and visible paths to growth.
Are Generational Labels Enough?
Generational frameworks can be helpful starting points for designing leadership, communication, and employee engagement strategies. But they are only one lens.
Over‑focusing on labels can reinforce stereotypes and division.
Leaders risk overlooking individual strengths, perspectives, and intersectional experiences.
The most effective approach combines generational insights with a holistic view of each person’s skills, aspirations, and context.
Use this guide to spark curiosity and empathy, not to box people into assumptions.
About Rachel DeAlto – Communication and Relatability Keynote Speaker
Rachel DeAlto, CSP, JD, is a communication and relatability expert, employee engagement and leadership keynote speaker, author, consultant, and media personality. She helps organizations create cultures where people feel connected, respected, and inspired to perform at their best.
She brings a rare combination of:
A law degree (JD)
A master’s in psychology
Certified Speaking Professional® designation (National Speakers Association)
200+ national media appearances and a TEDx talk featured on TED.com
Rachel is the author of Relatable: How to Connect with Anyone, Anywhere (Even if It Scares You) and the forthcoming The Relatable Leader: Create a Culture of Connection.
How to Bring “The Age of Relatability” to Your Organization or Event
Organizations and event planners invite Rachel to speak when they need:
A multigenerational leadership keynote speaker to help leaders bridge generational gaps
An employee engagement and communication keynote grounded in research and real‑world experience
A practical, science‑backed framework to improve connection, communication, and culture
Through keynotes, workshops, and consulting, Rachel helps:
Senior leaders and managers lead multigenerational teams more effectively
HR and L&D teams design programs that boost engagement and retention
Associations and conferences deliver high‑impact content on communication, culture, and connection
To explore booking Rachel for your conference, leadership meeting, sales kickoff, or association event, visit racheldealto.com – Keynotes, topics, and speaker reels.
Frequently Asked Questions About Multigenerational Leadership and Relatable Leadership
Q1: What is a multigenerational workforce, and why does it matter for leaders?
A multigenerational workforce includes Baby Boomers, Generation X, Millennials, and Generation Z working together on the same teams. It matters because each group brings different experiences, communication preferences, and expectations of leadership, and ignoring those differences can lead to conflict, disengagement, and missed opportunities for innovation.
Q2: What is relatable leadership?
Relatable leadership is a style where leaders show their human side while still holding clear standards. Relatable leaders are respectful, trustworthy, emotionally intelligent, and willing to listen and adapt so people across generations feel understood, valued, and motivated.
Q3: How does the CCI Framework help leaders manage multigenerational teams?
The CCI Framework—Connect, Communicate, Inspire—gives leaders three concrete actions to focus on. Connect helps leaders build trust and respect, Communicate focuses on clear two‑way dialogue, and Inspire helps leaders link everyday work to purpose and growth for people at every age and career stage.
Q4: How can organizations use this research in leadership development and employee engagement programs?
Organizations use The Age of Relatability research to design leadership training, manager toolkits, and employee engagement initiatives tailored to mixed‑age teams. It helps them move away from one‑size‑fits‑all leadership toward specific practices that work for Boomers, Gen X, Millennials, and Gen Z.
Q5: How can we bring this content to our conference or internal event?
Rachel DeAlto delivers keynotes, workshops, and consulting based on The Age of Relatability and the CCI Framework. Event planners and organizations can visit racheldealto.com to explore multigenerational leadership and employee engagement keynote options, view speaker reels, and check availability.