Una Crilly Of Positive Impact On How To Navigate The Generational Differences That Are Disrupting Workplaces

Today’s workplaces are a melting pot of Baby Boomers, Gen Xers, Millennials, and Gen Zers. Each generation brings its unique perspective, work ethics, communication styles, and values. While this diversity can foster innovation and creativity, it can also lead to misunderstandings, conflicts, and productivity challenges. How can businesses effectively bridge these generational gaps to create harmonious and thriving work environments? As part of this series, we had the pleasure of interviewing Una Crilly.

Una Crilly is a Leadership Consultant and Emotional Intelligence Specialist with over 30 years of experience in helping leaders unlock the potential of their teams in both retail and hospitality industries. Having worked with retail groups and many leading four- and five-star hotels and hotel groups, Una has a deep understanding of the unique challenges and opportunities that come with leading and engaging Gen Z employees. Founder of Positive Impact, Una empowers hospitality leaders to fast-track talent development, attract and retain top talent, increase innovation, and elevate performance, productivity, and deliver exceptional customer experiences. She is dedicated to helping retail and hospitality leaders foster positive workplace cultures that unlock the full potential of their teams and fuels business success.

Thank you so much for joining us in this interview series. Before we dive into our discussion about succession, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?

I started my career 30 years ago managing and leading teams with Ireland’s leading retailer. My role was to support leaders with managing and motivating teams to consistently deliver high team performance, achieve exceptional standards and maintain full compliance within the stores. In my early years I was awarded the UK best young leader in my field by the Grocer Magazine.

Eight years ago I trained as an Executive Coach and Emotional Intelligence practitioner and helped redesign and successfully launch an effective performance development process for a public sector organisation. We saw engagement levels shift from 30% to over 90% and this project was huge success. I then set up my own business, Positive Impact and now support hospitality and retail Leaders with building a positive workplace to attract and retain top talent and improve performance, productivity and consistently deliver exceptional service. Some of our clients have seen up to 50% reduction in employee turnover since the completion of our transformational programmes.

What do you think makes your company stand out? Can you share a story?

We get measurable results through our interventions in supporting leaders with adapting their style of management to get better outcomes. The traditional style of management does not work with the modern workforce, and we help leaders show up in a new way that helps them better connect, communicate and collaborate with the people they lead. After interviewing hundreds of leaders we understand the biggest challenges faced by leaders and have practical solutions to resolve these quickly. Our emotional intelligence development programme has seen incredible results. One of the leaders on our programme was struggling with serious health issues and after the programme he had lost 3 store, was healthier and happier and his team were healthier, happier and significantly more productive. Another leader used the new style of management with his team with resulted in a 50% reduction in his employee turnover and the hotel went on to win the 2024 best historic city hotel in Europe. We also supported a young supervisor who was struggling with managing and engaging her team. Following our support the performance of the team excelled and she went on to win the Irish Hotels Employee of the Year for Ireland.

You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?

1. Integrity

Integrity was always so important to me and is one of my highest values. It is about doing the right thing even when it’s not easy, which builds trust among employees, customers, and stakeholders.

Example:
When dealing with underperformance, instead of avoiding the issue, I would address the issue directly and respectfully. I would provide clear feedback on what’s working, what’s not working and the expectations of the business going forward and would check that they had the necessary resources to succeed. This showed fairness to staff while prioritising their development.

2. Authenticity

I believe it is always so important to speak your truth. Authenticity builds trust with your team by being open, honest, and genuinely invested in their growth.

Example:
When promoting someone to a leadership position, I would authentically share my reasoning for the decision with the team. If it’s based on their initiative and achievements, you openly recognise those traits in front of others. This openness motivates others to aspire to similar growth.

3. Adaptability

Adaptability allows you to adjust your approach to employee development and performance based on their unique needs and situations.

Example:
When delivering training to participants with limited English proficiency I would adapt by taking time to explain concepts at a slower pace, check in to confirm understanding, use visual demonstrations, step-by-step diagrams, or pairing them with a bilingual mentor. Over time, as they gain confidence, and contribute more fully to training sessions, and we notice their leadership skills developing quicker. This flexible approach ensures development doesn’t suffer when there is a language barrier.

In your experience, what are the most distinct characteristics, values, and work preferences of each generation currently present in the workplace?

1. Baby Boomers (born 1946–1964)

• Characteristics: Tend to be quite competitive, optimistic, and more achievement-oriented. Many hold leadership roles.
• Values: Job security, status, and the value of putting in hard work and effort to gain success.
• Work Preferences: Prefer in-person meetings and teamwork; value formal performance reviews and titles as an indication of success.

2. Generation X (born 1965–1980)

• Characteristics: Independent, resourceful, and skeptical of authority. Often seen as the bridge between a “pen and paper” and digital work styles.
• Values: Work-life balance, flexibility, and self-reliance.
• Work Preferences: Value results over process, prefer minimal supervision, and are comfortable with both face-to-face and digital communication.

3. Millennials (born 1981–1996)

• Characteristics: Tech-savvy, collaborative, and purpose-driven. Currently, they make up the largest segment of the workforce.
• Values: Personal growth, meaningful work, and diversity.
• Work Preferences: Favour flexible schedules, open communication, and frequent feedback. They thrive in teams and appreciate opportunities for professional development.

4. Generation Z (born 1997–2012)

• Characteristics: Digital natives, pragmatic, and entrepreneurial. The youngest workers, bringing fresh perspectives.
• Values: Inclusion, authenticity, and social responsibility.
• Work Preferences: Prefer digital communication, crave feedback and mentorship, and value innovation and creativity. They are attracted to workplaces that align with their personal values.

Can you describe a specific instance where generational differences caused a significant challenge in the workplace? How was it addressed, and what lessons were learned?

Scenario

In a busy hotel kitchen the Head Chef noticed ongoing tension between younger chefs (Gen Z) and the experienced sous chef (Gen X or Baby Boomers). The younger chef was frustrated by the older chef’s preference for face-to-face communication during busy service, while the older chefs were annoyed by the younger team members checking recipe notes or messaging on their phones, even during preparation hours.

Challenge

The younger chefs were used to leveraging technology, such as apps or digital recipe databases, to work efficiently, but the older chefs interpreted this behaviour as inattentive or disrespectful. This led to miscommunication during service and disrupted the workflow, creating frustration on both sides.

Resolution

The head chef held a team meeting to address the issue, facilitating a conversation where each group could share their perspectives. Some solutions implemented included:

• Technology Boundaries: Clear guidelines were established. Phones and devices could be used during prep for recipe references but were not allowed during service unless for emergencies.
• Training Adaptation: The kitchen adopted a shared tablet with recipes, photos, and notes accessible to all, accommodating the younger chefs’ preferred methods while keeping technology usage structured.
• Blended Communication Styles: Senior chefs received coaching on using concise, actionable language, and younger cooks were encouraged to ask questions immediately rather than relying on digital resources mid-shift.

Lessons Learned

1. Empathy Is Key: When both groups felt heard and valued, collaboration improved significantly.
2. Balance Tradition with Innovation: Integrating new tools (like shared tablets) allowed the team to embrace modern methods without abandoning traditional workflow.
3. Set Clear Expectations: Establishing clear, shared rules on when and how to use technology prevented future misunderstandings.

This approach created a smoother, more respectful environment, where generational differences became strengths instead of sources of friction.

Technology adoption varies greatly between generations. How do you recommend companies bridge the tech-savviness gap without alienating any generational group?

Here are examples of a balanced approach to bridge this gap:
1. Foster Inclusivity Through Tailored Training — Offer technology workshops tailored to different proficiency levels rather than by age. This prevents stereotyping and ensures that every employee feels supported. Provide learning options such as hands-on training, video tutorials, and written manuals to accommodate diverse learning preferences.

2. Promote Cross-Generational Collaboration such as Reverse Mentorship. Pair tech-savvy younger employee with older colleagues who can share their professional wisdom in exchange for technology guidance.
3. Team Projects: Mix generational groups for tech initiatives to encourage knowledge-sharing and mutual respect. Foster an environment where employees feel safe trying new tools without fear of judgment and reinforce that technology adoption is an evolving journey and support continuous learning opportunities.

How can organizations create cross-generational mentorship programs that allow older and younger employees to learn from each other?

To create cross-generational mentorship programmes:
1. Define Clear Objectives by identifying what the organisation wants to achieve, such as knowledge transfer, innovation, or employee engagement.

2. Encourage a Two-Way Mentorship Approach and frame the program as a partnership where both mentors and mentees contribute and learn.

3. Match Participants Thoughtfully- Pair employees based on shared interests, career goals, or complementary skills rather than age or rank alone.

4. Provide Training and Resources- Offer workshops to teach mentorship skills, emphasising active listening, giving and receiving feedback, and respecting diverse perspectives.

5. Foster a Supportive Culture- Promote the value of intergenerational collaboration through leadership messaging and organisational policies.

From face-to-face conversations to instant messaging, each generation has its communication preference. How can businesses foster effective communication that caters to these diverse preferences?

Businesses can implement a multi-faceted approach, emphasising inclusivity and adaptability such as:

1. Understand Generational Preferences

• Baby Boomers (1946–1964): Often prefer face-to-face or phone communication, valuing personal interaction and directness.
• Generation X (1965–1980): Favour emails and structured meetings but are also comfortable with a mix of traditional and digital communication.
• Millennials (1981–1996): Prefer quick, digital communication like instant messaging, with an emphasis on collaboration tools (e.g., Slack, Microsoft Teams).
• Generation Z (1997 and later): Highly adaptable to technology, often preferring real-time communication platforms, video calls, and short, interactive formats.

2. Adopt a Multi-Channel Approach- Provide multiple communication platforms (email, messaging apps, video calls, and face-to-face) to ensure everyone has a comfortable option.

3. Invest in Training — Offer workshops on effective use of new communication tools for older generations who may need additional support.

4. Encourage Cross-Generational Collaboration- Pair employees from different generations in mentorship or buddy programs, where each can learn about the other’s preferred methods and styles.

5. Set Clear Communication Norms — Agree guidelines for which communication tools to use for different purposes

How should training and development programs be tailored to cater to the unique learning styles and expectations of different generations?

Here’s how you can effectively adapt programs:

1. Understand Generational Characteristics

While individual differences always exist, some general traits can guide the approach:

• Baby Boomers (Born 1946–1964)
• Value face-to-face interaction and structured learning, prefer traditional methods like workshops, seminars, and manuals and appreciate programs tied to professional growth and legacy-building.
• Generation X (Born 1965–1980)
• Prefer independent and flexible learning, respond well to practical, results-oriented training and favour blended learning approaches (e.g., e-learning with hands-on application).
• Millennials (Born 1981–1996)
• Tech-savvy and enjoy interactive, gamified learning experiences, thrive on feedback and mentorship and expect clear career development paths tied to training.
• Generation Z (Born 1997–2012)
• Highly digital-native and enjoy short and focussed microlearning, value diversity, inclusion, and purpose-driven training and prefer mobile-accessible and video-based content.

In what ways can leaders ensure they’re being inclusive and not harboring unconscious biases towards one generation over another?

Leaders can take several steps such as:

1. Acknowledge Generational Diversity — Recognise that each generation brings unique strengths, perspectives, and experiences. Emphasise the value and importance of a multi-generational workforce and how diverse perspectives foster creativity and innovation.
2. Encourage Open Dialogue — Create an environment where employees feel comfortable discussing generational differences. This could include formal discussions, workshops, or casual conversations about generational preferences, communication styles, and work habits.
3. Provide Equal Opportunities for Advancement — Ensure that opportunities for career growth and leadership development are available to all generations, based on merit and potential, not age or preconceived notions about generational capabilities.
4. Adapt Leadership Styles — Be flexible in leadership approaches to cater to the needs of different generations. For example, younger employees might appreciate more frequent feedback and a greater focus on professional development, while older employees might value stability and autonomy.

As we look towards the future and the eventual integration of newer generations into the workforce, what strategies should businesses implement now to be prepared for even more diverse generational dynamics?

Businesses can implement several strategies now that promote inclusivity, engagement, and adaptability such as:

1. Foster Cross-Generational Collaboration — Establish mentorship programs where experienced workers can guide younger employees while offering reverse mentorship opportunities where younger employees can teach tech skills, new tools, or fresh perspectives.
2. Prioritise Flexible Work Environments- Offer flexible schedules, remote work options, and hybrid models to accommodate the varied preferences of younger generations seeking work-life balance and older generations who may prefer more structured settings.
3. Encourage Lifelong Learning — Develop training programs and a robust system for continuous learning that caters to different learning styles, whether through online courses, in-person workshops, or hybrid models.
4. Cultivate an Inclusive and Adaptive Culture- Communicate and reinforce the company’s values clearly, ensuring that all generations feel connected to the organisational mission, vision, and goals.

What are your “Five Things Leaders Need to Know About How to Navigate the Generational Differences that are Disrupting Workplaces”? If you can, please share a story or an example for each.

1 . Understand the Values and Expectations of Each Generation

• Why it matters: Each generation has different values shaped by historical events, technology, and social changes. Baby Boomers, Gen X, Millennials, and Gen Z may prioritize different things, from work-life balance to job security or career growth.
• Story/Example: A hotel manager once noticed a divide in expectations when implementing a new scheduling software. Gen X employees were focused on how it would impact their work-life balance, preferring to have control over their hours, while Millennials were more excited about the convenience it offered. By acknowledging these differing expectations and offering personalized solutions — such as flexible schedules for Gen X and quick, tech-savvy training for Millennials — the hotel maintained productivity and employee satisfaction.

2 . Leverage Technology to Bridge Gaps

• Why it matters: Younger generations are generally more tech-savvy, while older generations may need more time and support with digital tools. A leader’s ability to balance this can improve team dynamics and efficiency.
• Story/Example: In a retail head office, an older manager struggled with managing an online inventory system that the younger employees were using seamlessly. Instead of forcing everyone to use the same tools, the manager set up a mentoring system where younger staff helped train older colleagues. This created cross-generational collaboration and made the older generation feel valued while boosting the overall proficiency of the team.

3 . Foster Respectful Communication Across Generations

• Why it matters: Communication styles vary — while some prefer face-to-face meetings, others prefer emails or even texts. Leaders must create an environment where everyone feels heard and valued.
• Story/Example: In a hotel setting, a supervisor noticed that the team was having miscommunications between younger front desk staff and older housekeepers. The younger staff preferred quick texts for updates, while the housekeepers valued in-person instructions. The supervisor instituted brief daily meetings to allow both sides to share updates, ensuring clarity and mutual respect.

4 . Create Opportunities for Collaboration

• Why it matters: Generational differences can lead to stereotypes or misunderstandings. Encouraging mixed-age teams can foster learning and innovation, as each generation brings a unique perspective.
• Story/Example: In a retail environment, a manager paired a Gen Z intern with a seasoned Baby Boomer employee for a special project. The intern brought fresh digital marketing ideas, while the Boomer contributed years of industry experience and customer relationship knowledge. This collaboration resulted in a highly successful campaign that neither could have accomplished alone.

5 . Support Continuous Learning and Growth

• Why it matters: Different generations value different kinds of career development. While Baby Boomers may focus on stability and retirement planning, Millennials and Gen Z value mentorship and fast career progression. Offering tailored opportunities can ensure employees from all generations feel engaged and valued.
• Story/Example: A hotel’s general manager noticed that older staff felt disengaged due to a lack of advancement opportunities, while younger staff wanted quick growth. The manager implemented a mentorship program where experienced employees could guide younger ones, and younger employees could shadow leadership roles. This approach boosted morale across generations by meeting both sets of career expectations.

Navigating generational differences in the workplace is crucial, especially in retail or hotel settings where diverse teams often work together.

Can you please give us your favorite “Life Lesson Quote”? Do you have a story about how that was relevant in your life?

“The best way to predict the future is to create it.” — Peter Drucker
In my working life I have experienced a toxic work culture. I know the negative impact this can have both personally and professionally and it is my mission to change this. I believe we can create the workplace of our dreams, the workplace that we are proud of and where future generations can use their full potential, grow and thrive. I encourage leaders to have a vision of success and build a work environment that is aligned with their values, drives innovation by encouraging new ideas and encouraging 360 feedback, ultimately shaping a more dynamic positive work environment and preventing toxic work cultures.

Off-topic, but I’m curious. As someone steering the ship, what thoughts or concerns often keep you awake at night? How do those thoughts influence your daily decision-making process?

As a Senior Leadership Consultant, I can have thoughts and concerns for my clients such as:

1. Leadership Development and Succession Planning — Do they have a robust pipeline of leadership talent to ensure long-term organisational success? Will current leaders be able to transition effectively as the organization evolves
2. Organizational Culture and Employee Engagement — How can we ensure our clients create and sustain a culture that supports innovation, collaboration, and accountability? Are employees engaged and motivated to perform at their best?
3. Change Management and Adaptation — How can our client organisations remain agile and adaptable in the face of rapid technological advancements, shifting market conditions, or internal restructuring?

4. Client Relationship and Trust — Are we maintaining strong, trusting relationships with clients and stakeholders? How do we ensure our advice and guidance are actionable and result in real, measurable positive impact?

Every decision is driven by the need to create sustainable, actionable solutions for our client organisations while fostering trust, engagement, and long-term growth.

You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. :-)

Emotional Intelligence Training for All Ages Movement: This would involve raising awareness on Emotional Intelligence for everyone. fThe goal would be to integrate emotional intelligence education into school curriculums worldwide to equip children, teens, and adults with tools to manage emotions, connect, collaborate and communicate effectively, and strengthen relationships. This would create more emotionally aware and resilient societies leading to improved mental health, stronger relationships, better decision making, increased social support, reduced conflict and happier and healthier communities. This is my vision of a better future for everyone.

How can our readers further follow you online?

LinkedIn: https://www.linkedin.com/in/una-crilly-acc/

Website: www.positiveimpact.ie

Email: una@positiveimpact,ie

Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!

About the Interviewer: Cynthia Corsetti is an esteemed executive coach with over two decades in corporate leadership and 11 years in executive coaching. Author of the upcoming book, “Dark Drivers,” she guides high-performing professionals and Fortune 500 firms to recognize and manage underlying influences affecting their leadership. Beyond individual coaching, Cynthia offers a 6-month executive transition program and partners with organizations to nurture the next wave of leadership excellence.