For the first time in history, up to five generations — and soon possibly six — are working side-by-side in today’s workplace, bringing together decades of experience, fresh ideas and very different perspectives on leadership. From the seasoned wisdom of the Silent Generation to the digital fluency of Gen Z, the modern workforce is a dynamic blend of tradition and innovation.
Coming this week on azbigmedia.com
May 12: Meet the Gen Z business leaders who are innovating in 2026
May 13: Meet the Millennial business leaders who are innovating in 2026
May 14: Meet the Generation X business leaders who are innovating in 2026
May 15: Meet the Baby Boomer business leaders who are innovating in 2026
“Companies today are increasingly shifting to remote work, while many new entrants begin their careers after virtual education,” says Brendan Cassin, a member of Generation Z who is vice president and private banker at MidFirst Private Banking. ”While that flexibility has benefits, a lot can be lost without in-person interaction, especially culture and mentorship. To me, the most important thing a company can do to bridge generational gaps is focus on hiring and retaining inspiring managers who genuinely want to lead, train and motivate the next generation. I owe my success and passion for working at MidFirst to the incredible leaders I work for. Compensation attracts people, but it takes great managers and a strong culture to keep them.”
Az Business magazine’s Generations of Leadership explores how leaders across Arizona are bridging those generational differences to build stronger teams, inspire mentorship and spark new ideas. The result is a powerful reminder that when generations collaborate, businesses — and communities — thrive.
But that doesn’t come without added complexities when it comes to managing the workforce.
“One big challenge is that different generations use different platforms to communicate, to do their work and to learn about important company news,” says Richard Birke, chief architect of JAMS Pathways, a private provider of alternative dispute resolution services. “Leaders must employ multiple communication channels while maintaining consistent messaging among all groups.”
While many Arizona companies are struggling with balancing the needs and expectations of workers across multiple generations, HonorHealth is a great example of how cross-generational cooperation can work well. HonorHealth employs healthcare professionals of all ages who collaborate in a way that provides innovative care for patients of all ages.
Sonya Velasquez, MSN, RN, director of clinical nursing at HonorHealth Tempe Medical Center, is an exceptional Generation X leader known for her adaptability, resilience and clear, consistent leadership. To support collaboration across multiple generations, she says companies should create a culture where everyone feels valued and heard.
“Offer information in different formats, encourage open dialogue and explain the ‘why’ behind decisions to build understanding,” she says. “Combine experience with fresh perspectives through mentoring and team-based problem-solving. When communication is clear and inclusive, every generation can contribute their strengths effectively.”
Ryan Kirane, vice president of supply chain services and sustainability officer at HonorHealth, says one of the ways to maintain generational harmony within teams is to avoid assumptions.
“Sometimes a more seasoned team member may be tech-savvy,” says the member of Generation X. “Sometimes, an up-and-comer has greater wisdom. When we take time to understand each person’s strengths and align them with shared goals, people feel seen and respected and we build trust. When trust grows, collaboration and performance follow.”
Emily Borlas, a Gen Xer who is assistant vice president of IT applications at HonorHealth, says it’s important to encourage understanding of different work styles without stereotyping and to stay flexible, as employees want different things at different stages of life.
“Create genuine opportunities for cross-generational collaboration — nothing forced because no one likes mandatory fun,” she says. “Reinforce that every generation brings value and highlight teams or projects where those perspectives come together successfully.”
From a Millennial’s perspective, Lavon Richardson says generational connection starts in our homes and communities, where we first learn how to listen to people who see the world differently.
“When people feel respected, invited in and understood, age becomes a bridge, not a barrier,” says Richardson, HonorHealth’s supervisor of home health. “Encourage curiosity, create space for every voice and model genuine interest. Collaboration follows naturally. A little openness and humor go a long way.”
Susan Chung, a Millennial who is director of home-based services and home health administrator at HonorHealth, says when we encourage real collaboration across generations, culture and performance both get stronger.
“I try to keep it simple: Understand and use each generation’s strengths, talk openly about workload and work styles so people can do their best work, and rally around shared values while still honoring what makes each person unique,” she says. “When that happens, everyone thrives.”
Colleen Giggey, a Baby Boomer who is clinical director of perioperative services at HonorHealth Scottsdale Shea Medical Center, encourages organizations to move beyond labels and focus on individual strengths.
“Generational differences can be a competitive advantage when we lead with curiosity and mutual respect,” she says. “Encourage knowledge-sharing, reverse mentoring and shared goals. When people feel heard and respected, teams become stronger and more unified, collaboration grows — and so do results.”
The bottom line, experts say, is to forget about labels and create a workplace culture where anyone can thrive.
“Treat each person as if they were a motivated employee who wants to do a good job and not as a ‘member of a generation,’” Birke says. “Every group has outliers, so generational stereotyping may be inaccurate and problematic. Moreover, if a manager can make the job more salient than one’s generation, that’s a big win.”
