Conference given by Béatrix Charlier in April 2025, opening the series of Leadership Morning Sessions organized by the Ministry of National Education, Children and Youth – Directorate-General for the Children’s Sector, Education and Childcare Department.

When Differences Become Connections: Generational Reconciliation

When multiple generational profiles coexist within a team, it means as many management styles. Of course, tensions exist. The word “boomer” is sometimes thrown around, Generation X finds Generation Y too defiant, and Zoomers too impatient or disloyal. But these frictions, far from being a hindrance, can become creative sparks. Because it’s not age that matters: it’s how each person views the world.

And this world is changing fast. 65% of jobs in 2030 do not yet exist, half of current skills will be obsolete in two years, and only 13% of European employees report being engaged, according to Gallup. Disengagement, meanwhile, costs an average of €12,600 per employee per year. In the face of these upheavals, intergenerational collaboration is no longer an option: it is a necessity.

Generations, but above all, value systems

At P’OP, our research over the past ten years shows that a generational profile is not limited to a birth date, but rather to a relationship with the world, a system of values. Baby Boomers embody a sense of duty, Generation X a sense of anchoring, Generation Y a sense of purpose, and Generation Z the urgency of change.

These differences have become even more pronounced after 2020, in a world that has become FANI (fragile, anxiety-inducing, incomprehensible, non-linear). Covid, lockdowns, and social or personal upheavals have reshaped all generations who, even while sharing the same educational values, do not approach collaboration in the same way. Recognizing this reality is essential for managing with professionalism and consistency.

Concrete Example in a ‘Maison Relais’

One morning, in a ‘maison relais’ in Esch-sur-Alzette:

• Monique, a Baby Boomer educator, ensures that each activity is well-planned and that the children have a reassuring environment.
• Carlo, Generation X, takes the initiative to reorganize the outdoor space to facilitate games, without waiting for formal approval from management.
• Sophie, Generation Y, insists that new activities promote the inclusion of non-native-speaking children: “Every child must find meaning in what we do.”
• Lina, a Generation Z intern, proposes creating a mini-online survey to directly ask parents what they think of the activities, then launches a quick video to show families their daily life.

Each acts according to their generational reflexes. But instead of getting stuck, the team combines its strengths: Monique’s rigor, Carlo’s autonomy, Sophie’s sense of purpose, and Lina’s digital agility. Together, they build a more inclusive educational project that is better connected to families.

A Challenge, but Also an Opportunity for Leaders

Why can managing teams with different generational profiles be both a hindrance and an opportunity?

• It is a hindrance if one remains trapped by stereotypes or attempts to micromanage each style, at the risk of creating injustices.
• But it is an opportunity if one knows how to identify these generational profiles and individual talents. Frictions then become sources of innovation. When it ‘stings,’ it can produce interesting sparks. When the gap is wide, between Baby Boomers and Gen Z, it opens the door to mentoring and reverse mentoring, that famous give-and-take where everyone learns from each other.

  From confrontations, between Generation X and Generation Y, ‘bridge profiles’ also emerge: individuals who, through repeated misunderstandings followed by eventual understanding, end up transforming without ever giving up their true selves. They become natural mediators, facilitators who streamline teams and transform opposition into connection. They are the ones who remind us that by engaging with differences, we do not lose our identity: we expand it.

The Special Role of Education and Luxembourg

In professions related to education, this work takes on a particular resonance: teams must manage not only their own diversity, but also that of the children and families they support.

In Luxembourg, a multicultural country par excellence, this intercultural dimension naturally adds to the intergenerational one. It reminds us that what unites us is not our age, but our common will to create impact where we work and operate.

Growing Together

Reconciliation between generations is not just a management challenge: it is a key to cohesion. It opens the way to greater diversity, cultural inclusion, and personal enrichment.

In organizations where one works daily with the complexity of children, parents, and teams, this becomes a valuable resource. Because working with those who think differently means broadening one’s perspective, better supporting families… and growing together.

Everyone has a part to play, a contribution to make, energy to transmit!

Brené Brown reminds us:
“Connection is why we’re here.”

👉 At P’OP, we identify not only talents, but also generational profiles and their potential evolutions. Because a generational profile is not just a birth date; it’s a relationship with the world and a unique way of connecting with others.

And you, would you like to discover your generational profile? Are you more of a mentor, a bridge-builder, or a change-maker?
By discovering it, you can transform your differences into true levers for collaboration and impact.

***

Version in German 🇩🇪

When Differences Become Connections: Generational Reconciliation

When multiple generational profiles coexist within a team, it means as many different working and communication styles. Of course, tensions exist. The word “Boomer” is sometimes thrown around, Generation X finds Generation Y too defiant, and Zoomers too impatient or disloyal. But these frictions, far from being a hindrance, can become creative sparks. Because it’s not age that matters: it’s how each person views the world.

And this world is changing rapidly: 65% of jobs in 2030 do not yet exist today, half of current skills will be obsolete in two years, and only 13% of European employees report being engaged, according to Gallup. Lack of engagement costs an average of €12,600 per employee per year. In view of these upheavals, intergenerationality is no longer an option – it is a necessity.

Generations – but above all, Value Systems

Our research at P’OP over the past ten years shows: A generational profile cannot be reduced solely to a birth date. Rather, it is about an attitude towards the world, a system of values.

• Baby Boomers embody duty and a sense of responsibility,

• Generation X a need for stability and autonomy,

• Generation Y the search for meaning,

• and Generation Z the urgency of change.

These differences became even clearer after 2020 – in a world that has become FANI: fragile, anxiety-inducing, non-linear, and difficult to understand. The Covid crisis, lockdowns, and social or personal upheavals have shaped all generations. Even if they share the same educational values, they approach collaboration in very different ways. Recognizing this reality is crucial for professional and coherent management.

A Concrete Example from a ‘Maison Relais’

One morning in a ‘Maison Relais’ in Esch-sur-Alzette:

• Monique, an educator (BB), ensures that every activity is well-planned and that the children have a safe environment.

• Carlo, Generation X, independently reorganizes the outdoor area to facilitate play – without waiting for formal approval from management.

• Sophie, Generation Y, insists that new activities also promote the integration of multilingual children: “Every child must find meaning in what we do.”

• Lina, an intern from Generation Z, suggests conducting a small online survey among parents and creates a short video to bring the children’s daily life closer to the families.

Each acts according to their own generational reflexes. But instead of blockages, synergies arise: Monique’s reliability, Carlo’s autonomy, Sophie’s sense of purpose, and Lina’s digital agility together result in a more inclusive and family-oriented educational project.

Challenge – but also Opportunity for Leaders

So why can managing teams with different generational profiles be both a hindrance and an opportunity?

• It is a hindrance if one persists in stereotypes or tries to control every style through micromanagement – with the risk of creating injustices.

• It is an opportunity if one recognizes these profiles and aligns collaboration towards a common goal. Frictions then become sources of innovation. When it ‘crackles,’ exciting sparks can arise. And when the gap is wide – for example, between Baby Boomers and Gen Z – the door opens for mentoring and reverse mentoring, that famous give-and-take where everyone learns from each other.

From the confrontations between Generation X and Generation Y, “bridge profiles” also emerge: individuals who, after many misunderstandings and disagreements, move towards each other and develop further without giving up their own identity. They become natural mediators who harmonize teams and transform opposites into connections. They remind us: In contact with differences, we do not lose our self – we expand it.

The Special Role of Education – and Luxembourg

In educational professions, this work takes on special significance: teams must deal not only with their own diversity, but also with that of the children and families they accompany.

In Luxembourg, the multicultural country par excellence, the intercultural dimension naturally complements the intergenerational one. It reminds us that what unites us is not age, but the common will to achieve impact – where we work and operate.

Growing Together

Generational reconciliation is not just a management task – it is a key to greater cohesion. It opens the way to more diversity, cultural inclusion, and personal enrichment.

Especially in organizations that work daily with the complexity of children, parents, and teams, this becomes a valuable resource. Working with people who think differently broadens our perspective, strengthens our support for families – and allows us to grow together.

Everyone has their contribution to make, their energy to bring, their talent to pass on!

The American researcher Brené Brown reminds us:
“Connection is why we’re here.”

👉 At P’OP, we recognize not only talents, but also generational profiles and their potential development. Because a generational profile is not simply a matter of age, but of how one connects with the world.

And you? Would you like to discover your own generational profile? Are you more of a mentor, a bridge-builder, or a change-maker?
By finding it out, you can transform differences into real levers for collaboration and impact.