10 Things Gen X Bosses Do That Totally Annoy Their Employees

Generation X is now firmly in most senior leadership positions, and there's a big divide in their management style versus what many younger workers expect. Gen X came of age in a corporate world much different than now, where employees adhered to rigid management structures and were very independent.

Not to mention their skepticism about letting their directs work remotely. That approach doesn't work all too well with younger Millennials and Generation Z, who have a very different work style.

Here are 10 things that Generation X bosses do that annoy their younger employees.

Gen X bosses expect their directs to figure things out on their own, but the younger generations don't share that resourcefulness.

For Millennials and Gen Z, a lack of clear guidance and direction leads to more stress and a higher chance of failure. Younger workers look for clear directions and a clear set of tasks to accomplish.

Younger workers expect more regular feedback, something that's a bit alien to Gen X managers.

The classic annual performance review, a hallmark of the old workplace, just doesn't cut it anymore. Millennials and Gen Z expect much more frequent check-ins and feedback, rather than being left to their own devices.

Remote work is here to stay, but many Gen X bosses see telecommuting as less efficient than in-person work.

For many at the management or executive level, that meant climbing the ladder and staying in the office for long hours, not sitting in a cushy home office. So, they're skeptical of their directs working from home, even if the numbers show that workers can still be productive.

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Gen X came of age when email exploded as the primary form of office communication, but the preference for long email chains doesn't sit well with younger workers.

Instead of scrolling through convoluted email threads, Gen Z and Millennials would rather have a quick phone conversation or a quick in-person meeting.

A recurring mantra for many Gen Xers is that "you're lucky to have a job in this economy," an attitude that extends to their conversations with younger coworkers regarding career development.

Many younger workers do not like the idea of aimlessly working for a company with no possibility of growth or advancement, regardless of the job market.

Older generations are naturally skeptical of new technologies and slow to adopt them, but this can be a real annoyance in a world that's rapidly changing every year.

By resisting new tech, it's harder for Gen X to engage in productive work with their younger directs. With AI making significant impacts on many different jobs, slow adoption can greatly hinder teams within a company.

Since Gen X places such an emphasis on meeting in person, managers tend to reward more visible workers, even if their work isn't outstanding.

It's easy to fall into the trap of thinking that people who are more vocal and "with it" from a social perspective are doing more work than others who are less focused on face time. That makes it hard since Millennials and Gen Z want acknowledgement for their work, not just the fact that they make an effort to show their faces.

Older generations grew up in a far less collaborative environment where there was a clear structure to the organization.

This type of communication means that now Gen Xers are prone to defaulting to the chain of command rather than solving issues collaboratively. This can prove very frustrating to workers who are used to figuring things out in small groups without involving more management.

Burnout and stress are becoming more talked about in the workplace now, but you wouldn't know that based on how many Gen Xers in management want to downplay mental health issues.

Since they came of age during a very different time, they view younger employees and their problems much less favorably. This can cause some significant friction, especially as American work culture continues to shift towards expecting workers to log more hours and always be available.

Gen X managers began their professional careers during a time when company loyalty and time served were the main drivers of promotion. Back then, employees were encouraged to stay with a company long-term.

Due to this, they tend to overvalue the time spent with a company rather than the employee's actual talent. Younger generations expect merit-based advancement and recognition, regardless of their tenure.

Gen X bosses bring a wealth of knowledge, expertise, and experience to their roles, but their ingrained ideas and habits can frustrate and cause strife with younger workers who just want to get ahead financially. Millennials and Gen Z have different views on work and compensation for their time spent on the clock, which can lead to high turnover and unproductive workforces.

Bridging this generational gap is essential to the healthy functioning of any company. Considering that 37% of Gen Z employees and 30% of millennials reported low productivity when working with an older manager, it's imperative to get everyone on the same wavelength.