Empowerment: Why Excluding Generations Undermines Leadership Decisions

Should a group of executives under 35 determine an organisation’s retirement strategy without input from employees over 55?
Equally, should decisions affecting early-career staff be made without their involvement?

These questions point to a leadership issue that many organisations underestimate: intergenerational empowerment.

Empowerment is not about giving everyone equal authority. It is about ensuring that those affected by decisions have a meaningful voice in shaping them.

What Empowerment Means in the Workplace

In intergenerational teams, empowerment is the ability of people across age groups to contribute, influence, and lead based on their capability—not their tenure or generation.

Empowered workplaces:
• Value perspective alongside position
• Involve the right voices in the right decisions
• Create pathways for contribution at every career stage

When empowerment is present, people take ownership. When it is absent, disengagement follows.

Why Empowerment Matters for Performance

Empowerment directly affects engagement, innovation, and execution.

Organisations that empower across generations benefit from:
• Better decision-making through broader perspective
• Stronger leadership pipelines
• Higher discretionary effort
• Reduced generational tension and attrition

For example, workplaces that assign leadership responsibility based on capability rather than age unlock complementary strengths. Emerging leaders bring adaptability and new thinking. Experienced leaders contribute judgement, context, and risk awareness. Together, outcomes improve.

What Happens When Empowerment Is Missing

When empowerment breaks down, generational fault lines deepen.

Common symptoms include:
• Younger staff feeling unheard or dismissed
• Older staff feeling sidelined or devalued
• Resistance to change from one group
• Frustration with leadership from another

In these environments, trust erodes. Collaboration becomes transactional. Performance suffers quietly before it becomes visible.

The issue is rarely intent. It is design.

Building Intergenerational Empowerment

Empowerment does not happen by goodwill alone. It must be built into how organisations operate.

Practical approaches include:

1. Representation in Decision-Making
Ensure leadership teams and key projects include generational diversity, particularly where decisions have long-term impact.

2. Capability-Based Leadership Opportunities
Create pathways for leadership and influence that are based on skill, not age or tenure.

3. Two-Way Mentoring
Encourage knowledge flow in both directions—experience and institutional knowledge one way, adaptability and innovation the other.

4. Visible Recognition
Acknowledge contribution across generations, not just those in formal authority.

5. Structural Support
Embed empowerment into policies, succession planning, and leadership development—not as a value statement, but as practice.

Why Leaders Should Pay Attention

Empowerment is often the clearest indicator of whether an organisation is genuinely intergenerational—or simply generationally diverse.

When people feel empowered, they invest.
When they don’t, they withdraw.

Empowerment is not a cultural add-on.
It is a leadership risk factor.