Today’s retail workforce spans multiple generations, each bringing different experiences, communication styles and expectations to the workplace. While that diversity can be a competitive advantage, it can also create friction around everything from feedback and recognition to professionalism and communication.

During a recent Women in Retail Leadership Circle member workshop, “The New Leadership Playbook: Navigating Across Generations,” Eliza Kapitan, adjunct fashion professor at LIM College, trend strategist, and former fashion and consumer goods executive, shared practical advice for leaders navigating these differences.

1. Make workplace expectations clear.

One of the biggest challenges managing across generations is that workplace norms aren’t always universal, Kapitan said. What one employee considers professional communication may feel overly formal to another. The same goes for expectations around responsiveness, meetings and feedback. As a result, Kapitan encouraged leaders to make those expectations explicit rather than assuming everyone understands the unwritten rules.

“Different doesn’t necessarily mean wrong,” emphasized Kapitan. Leaders should first determine whether a behavior is actually a performance issue or simply a difference in expectations.

2. Adapt your coaching style.

Leaders also shouldn’t assume that everyone responds to feedback in the same way. Some employees want direct, immediate feedback, while others need more time to process it. Some appreciate public recognition, while others prefer a private acknowledgment.

The key, according to Kapitan, is to keep the expectation consistent while adapting the way you coach the individual. “That approach allows leaders to maintain high standards without expecting every employee to respond to the exact same leadership style,” Kapitan said.

3. Create space for questions.

Generational differences can become particularly challenging when employees are afraid to ask questions, noted Kapitan. A younger employee may not understand an unwritten workplace expectation, for example, while a more experienced employee may hesitate to ask for help with a new technology or tool.

Leaders can help by creating an environment where asking questions is viewed as a strength rather than a weakness. “Everybody has a little nervousness,” Kapitan noted during the session, emphasizing the importance of creating a safe environment where people can learn, experiment and get uncomfortable.

4. Focus on what different generations bring.

Ultimately, leading across generations isn’t about getting everyone to work the same way, Kapitan said. It’s about recognizing the value that different experiences bring to a team. Younger employees may bring fresh perspectives and a natural comfort with emerging technologies, while more experienced employees can offer institutional knowledge and lessons learned over decades.

The best leaders don’t try to erase those differences. They create teams where those differences can work together.

As retail continues to evolve — particularly with artificial intelligence and other rapidly changing technologies — that ability to bridge perspectives may become one of the most important leadership skills of all.

If you’d like to learn more about this topic, Women in Retail Leadership Circle members can access the full, on-demand version of the workshop here. If you would like to become a member to get this type of content, please apply here.