Retail has always been a people-first industry. At its best, it thrives on energy, connection and customer experience. Critically, behind the scenes, it relies on something far more complex; the ability to lead diverse teams with very different worldviews, work habits and expectations.

Nowhere is this more evident than in the growing challenge of managing multigenerational workforces. From school-aged casuals to semi-retired team members, the retail floor is a generational crossroads and if we don’t understand how to lead across those lines, we risk missing out on the performance, loyalty and insight each generation has to offer.

Over the years in working with many businesses, it is evident that the ones that succeed are those that learn quickly and deliberately, how to create environments where five generations can not only work together, but thrive together. The businesses that flourish in this space are not the ones that treat everyone the same. They’re the ones that understand how to lead differently, with nuance, clarity and emotional intelligence.

Understand what motivates each generation

One of the biggest mistakes leaders make is assuming everyone is driven by the same rewards. They’re not.

Gen Z team members often prioritise flexibility, purpose and learning. Millennials want career growth and a culture of feedback. Gen X values autonomy and work-life balance. Baby Boomers bring depth of experience and often seek stability, mentorship and respect and our older workers, some in their 70s, want connection, contribution and dignity.

The key is to listen without assumption. Conduct generational check-ins and ask what matters. Be prepared to flex. A uniform leadership approach will leave too many people disengaged. A targeted one will inspire loyalty. This is critical for the retail sector moving forward as retailer environments attract workforces comprising up to five generations.

Train your leaders to lead across generations

Managing multigenerational teams isn’t just a frontline issue, it’s a leadership capability. It is critical to invest in training retail and store leaders to understand generational dynamics, not to stereotype, but to respond with awareness.

This means equipping leaders with the tools to manage tech-savvy young staff without talking down to them, while also honouring the depth and wisdom of older employees without overlooking their need for upskilling.

Leadership styles must adapt. Command-and-control won’t work with Gen Z. A ‘set and forget’ approach doesn’t resonate with Millennials. Older generations may prefer structure and clarity. That’s why coaching, empathy and feedback training are essential across all levels of retail leadership.

Bridge the gap through shared purpose

Generational differences can lead to misunderstanding but they can also be a source of strength. We’ve found that shared purpose is one of the best tools for uniting teams of different ages.

When everyone understands the ‘why’ behind the work, whether it’s creating exceptional customer experiences, achieving sales targets or contributing to a brand they believe in, generational boundaries soften. Purpose builds common ground and it turns a shift into a shared mission.

As leaders, it’s our role to articulate that purpose clearly, often and consistently. Not just in onboarding, but in daily briefings, feedback sessions and performance reviews.

Flexibility must go both ways

Younger staff may seek flexible scheduling to balance study, side hustles or mental health. Older staff may want reduced hours or physical accommodations. Flexibility is no longer a perk, it’s a leadership mindset.

That said, flexibility is not about giving in, it’s about finding workable compromises that acknowledge the different stages of life each team member is navigating. When done well, it increases retention, loyalty and team cohesion. When ignored, it drives conflict and burnout.

Create spaces for mentorship and reverse mentoring

In our shopping centres, across retail brands and the retail sector more broadly, we’ve seen remarkable outcomes when managers acknowledge the individuals’ strengths, older and younger staff are encouraged to learn from each other. It starts informally, helping each other with new tech, or sharing customer service tricks, but it builds into a culture of mutual benefit and respect.

Mentorship doesn’t have to be a formal program; it can happen anywhere across the retail ecosystem including on the shop floor. What matters is creating a culture where experience is valued and curiosity is welcomed. Happy staff support our industry’s aim of selling products and creating a fabulous experience and connection/relationship with customers. Simply put, if you don’t like people, retail isn’t for you.

Final thoughts

Retail isn’t just about selling products, it’s about connecting with people and that starts inside our teams. Leading a multigenerational workforce is no longer optional, it’s a critical leadership skill that will define the future of high-performing retail operations.

When we stop trying to flatten the differences between generations and instead embrace them with purpose, strategy and respect, we unlock the full potential of our teams.

Diversity of age is not a challenge to be managed – it’s an asset to be activated.

www.jmkretail.com.au