The white paper, Talkin’ Bout My Generation(s): Bridging the Divide for Intergenerational Communication that Works was written as a follow-up to a talk I gave in 2025 at the Institute for Learning & Performance (ILP) Learning Impact Summit. This event was for industry experts and practitioners in the Leraning and Development sector.
The talk identified why intergeneration communication was breaking down and proposed a model I created, the CLEAR model as a strategy to bridge the divide between generations and get us all on the same page. The concept was that if we can move, mentally though a series of ideas that could shift our perspective and subsequently our behaviours then there would be less friction in the intergenerational relations within a workplace and subsequently a more harmonious and productive workplace environment for all.
Below is a summary of my thoughts that led to this talk.
Why Intergenerational Communication Is Breaking Down
It’s no secret that technical people are my kind of people. They have their own language, culture, and way of doing things. But I hadn’t given much consideration to how the conversation around generations was affecting workplaces. Then one of my clients, who had a highly successful graduate program with high intake, retention, and satisfaction for the last 20 years, asked me to come in for a chat.
And another chat, with L&D and HR.
And then another chat to discuss creating a program.
Then another client called me with the same issues.
And ANOTHER ONE! From transport logistics and veterinary science, research to armed forces, there was a common concern. What was going on?
Why now?
It turns out that in 2025, a lot of organisations were experiencing the culmination of four generations in the workplace, all trying to use the same tried-and-tested systems, but the systems weren’t working anymore.
What is going on?
Despite all the chatter, models, and research about different generations, I propose that it isn’t that people have changed so much. We all want to be seen, heard, and valued. What has changed is the language we are speaking, how we communicate, the modes we use, and how we understand each other.
What is a compliment to one person can be a slight to another. If we don’t build into our interactions a baseline of respect, patience, and willingness to understand, we see disharmony, issues with attrition, either through high turnover or people staying but doing so resentfully.
When people suffer, the organisation suffers.
What should we do about it?
Across organisations, there is a growing tension that is often labelled as a generational divide.
Different expectations. Different communication styles. Different approaches to work.
I believe this is not a generational problem. It is a communication problem. Language is being interpreted differently across groups. Phrases like “take initiative” or “keep me posted” can carry completely different meanings depending on who is hearing them. The breakdown happens in the gap between intention and interpretation.
To close that gap, communication needs to become more deliberate.
I created the CLEAR model to help people connect with less resistance, fewer misunderstandings, and less distress.
CLEAR Model
Clarify what you actually mean, not what you assume is obvious.
Learn how others interpret language, not just how you intend it.
Engage with awareness, not habit.
Anchor your message so it is understood and remembered.
Reframe when meaning is lost, rather than simply repeating the same words.
When leaders apply this, friction is reduced, and we can understand each other better.
