Bridging Generational Gaps in the Workplace: Insights from an Interview with Brandy Lulling, Associate Support Manager at Fortra

In an era where the workforce is more generationally diverse than ever, understanding how to lead across different age groups has become a focal point for many leaders. Brandy Lulling, an Associate Support Manager at Fortra, has conducted research as part of completing her master’s degree that sheds light on what truly matters when managing a multi-generational team. Contrary to the popular belief that generations are vastly different, Brandy's findings reveal striking similarities that offer actionable insights for leaders.

Key Insights from Brandy’s Research

1. Generational Similarities Outweigh Differences Brandy’s research indicates that the perceived differences between generations are often overstated. While each generation may have grown up in different contexts, the core motivators and values that drive them in the workplace are remarkably similar. This finding challenges the stereotype that Baby Boomers, Gen X, Millennials, and Gen Z have fundamentally different needs and expectations.
2. The Universal Need for Managerial Relationships One of the most significant findings from Brandy’s research is that across all four generations in the workplace, the relationship with their manager is a top priority. Whether it’s a Millennial fresh out of college or a Baby Boomer nearing retirement, the quality of the relationship with their manager is a key motivator. This insight underscores the importance of personalized leadership and the need for managers to build and maintain strong, supportive relationships with their team members.
3. ‍Trinkets Are Not Motivators The research also revealed that the traditional incentives, such as trinkets and company-branded items, are no longer effective motivators. In today’s work-from-home environment, these items are often seen as clutter rather than rewards. Instead, employees across generations value opportunities for growth, learning, and meaningful recognition over material items.

From Community Engagement to Corporate Leadership

Brandy’s leadership journey began with her service as a community leader. Through leading various initiatives, she quickly realized that leadership is about more than giving orders—it’s about empowering others to take ownership. These experiences shaped her leadership approach both personally and in the corporate world.

In her community roles, Brandy honed her ability to listen deeply to those she led, fostering collaboration while providing support and guidance. This approach built trust and confidence within her team and herself as a leader. It also solidified the importance of empathy, emotional intelligence, and adaptability—qualities that now define her leadership style at Fortra.

Her journey is an encouragement to those who may not yet hold official leadership positions at work. Leading within the community offers a powerful way to build essential leadership skills while serving the greater good. It shows that leadership isn't tied to a job title—it's about the impact you have and the people you uplift, wherever you are.

Practical Tips for Leaders

Based on Brandy’s research and experience, here are three practical strategies for leaders to bridge generational gaps and foster a more cohesive, motivated team:‍

1. ‍Prioritize Relationship Building Regular one-on-one meetings are crucial, but they should be tailored to the individual. Some team members may prefer to keep these discussions technical and focused, while others might benefit from a more personal, open-ended conversation. By treating each interaction as an opportunity to strengthen your relationship with your team members, you can build trust and loyalty across all generations.‍
2. Shift Focus from Material Incentives to Growth Opportunities Instead of relying on traditional rewards like gift cards or company swag, invest in your team’s development. Offer learning opportunities, mentorship programs, and clear pathways for career advancement. These are the types of incentives that resonate with employees, regardless of their age.
3. ‍Empower Your Team Just as Brandy learned to let her Girl Scouts take the reins, leaders should encourage their teams to lead projects and make decisions. This not only builds confidence but also fosters a sense of ownership and responsibility. By providing guidance rather than directives, you allow your team to grow and develop their leadership skills.

Conclusion

Brandy’s research offers a compelling reminder that while generational labels may help us understand broad trends, the fundamentals of good leadership remain the same. By focusing on building strong relationships, providing meaningful growth opportunities, and empowering your team, you can effectively lead a diverse workforce—regardless of age or life stage. Just as Brandy’s experience with the Girl Scouts shaped her leadership approach, so too can these insights help you become a more effective and empathetic leader.

Researcher

A special thank you to Brandy Lulling for the interview and creating opportunities to spark new insights and ideas for action.  

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