The Art of Being A Good Manager: Part 2: Generational and Cultural Considerations

Author: Lynn Fountain

The year 2020 was a turning point for organizations across the globe. Business models shifted, work environments evolved, and managers faced unprecedented challenges in guiding their teams. One of the most important lessons to emerge was the critical need for leaders to understand not only the mechanics of management, but also the diversity of the people they lead.

Today’s workplace is a blend of multiple generations, cultures, and value systems. Each brings unique perspectives, communication styles, and work habits. We have seen how the expectations of millennials can differ sharply from those of older generations. What may seem like a straightforward management instruction to one employee can be interpreted very differently by another—sometimes resulting in miscommunication, frustration, or missed expectations.

These differences extend beyond age. Cultural backgrounds and moral values also shape how individuals perceive leadership, authority, teamwork, and feedback. As a manager, recognizing and respecting these variations is not simply a matter of “being nice”—it’s a key to maximizing performance, maintaining engagement, and fostering a healthy workplace culture.

Whether you are an experienced manager or stepping into leadership for the first time, you will find that thriving in this environment requires both skill and adaptability. It’s about blending the art of understanding people with the science of management principles.

This is Part II of a two-part series. While Part I explored the fundamentals of transitioning into management, identifying effective leadership traits, and distinguishing between good and great managers, Part II focuses on how to lead effectively in a diverse, multi-generational, and multicultural workplace.

Publication Date: March 2026

Designed For
Accounting, Finance, Treasury professionals; Internal auditors; Professionals considering the role of internal audit; Executive management; Board members and Audit Committee members; Legal and Compliance professionals; and All professionals in a corporate or private setting.

Topics Covered

• Understand how external events and workplace disruptions impact communication, morale, and productivity
• Recognize the defining characteristics of each generation currently in the workforce
• Apply practical tips and techniques for managing generational differences while balancing varying work methods, communication styles, and expectations
• Understand how cultural backgrounds influence perceptions of authority, collaboration, and feedback
• Assess your natural leadership tendencies and decision-making patterns
• Identify potential biases and adapt your style to meet the needs of a diverse team
• Understand the common values, priorities, and work preferences associated with each generation
• Apply proven communication strategies to reduce misunderstandings, increase collaboration, and improve team cohesion
• Recognize key trends and factors employers must prepare for in the coming years, including emerging technologies, shifting employee expectations, and evolving workplace norms

Learning Objectives

• Recognize the Challenges of Managing in Times of Crisis
• Identify and Navigate the Multi-Generational Workforce
• Explain how to Manage Cultural Variances in Today’s Workforce
• Recognize Your Personal Management Style
• Describe Generational Traits
• Identify Which Generational Group Can Be Divided into Two Categories
• Recognize Keys to Better Inter-Generational Communication
• Analyze the Future of Workforce Management

Level
Basic

Instructional Method
Self-Study

NASBA Field of Study
Personnel/HR (2 hours)

Program Prerequisites
None

Advance Preparation
None