Game Changers: From Zoomers to Boomers—The Generations at Work

Join the University of Notre Dame’s Alumni Association for our virtual series: Game Changers: Inspiration and Expertise to Elevate Your Game for Good, powered by IrishCompass. We invite you – regardless of career stage, industry, or profession – to learn from inspiring leaders. 

With multiple generations working side-by-side in today’s organizations, building collaborative, meaningful relationships with colleagues of all ages is as important—and seemingly mysterious—as ever. How do we better understand, communicate with, and bring out the best in one another? Our From Zoomers to Boomers—The Generations at Work panelists will share strategies and insights for recruiting, developing, and retaining talent from all generations.

Engage with prominent alumni and University leaders who are changing the game and setting the trends. Each quarter, Game Changers provides access to accomplished experts who share insights into leadership, the marketplace, and important trends that are shaping our world. This series will be livestreamed with online Q&A.

The Game Changers series is open to all and free of charge.

Game Changers is brought to you by the Notre Dame Alumni Association and YoungND and is powered by IrishCompass, the University’s official professional online community for alumni and students to network, access mentors and coaches, find jobs, and much more.



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Alessandro DiSanto ’15
Co-Founder and CFO at Hallow

Adam Kronk ’02, ’09 MNA
Director, Research Strategy & External Engagement, Institute for Ethics & the Common Good, University of Notre Dame

Amanda VanOverbeke
Chief of Staff for Americas CEO at
Accenture

David Yeager, PhD ’04, ’06 M.Ed.
Co-founder of the Texas Behavioral Science and Policy Institute at the University of Texas at Austin and author of 10 to 25: The Science of Motivating Young People

Recaps, Takeaways and Quotes

Date and time held: Wednesday, November 13, 2024 07:00 pm ET

Speakers: Alessandro DiSanto ’15, Adam Kronk ’02, ’09 MNA, Amanda VanOverbeke, David Yeager, PhD ’04, ’06 M.Ed.

Series sponsor:

  • Young ND
  • Notre Dame Alumni Association

The second installment of Game Changers tackled the intricacies of managing a multigenerational workforce. Moderated by Adam Kronk ’02, ’09 MNA—Director of Research Strategy & External Engagement at Notre Dame’s Institute for Ethics & the Common Good—the panel featured three accomplished professionals:

  • Alessandro DiSanto ’15, Co-Founder and CFO of Hallow,
  • Amanda VanOverbeke, Chief of Staff for Americas CEO at Accenture,
  • David Yeager, Co-founder of the Texas Behavioral Science and Policy Institute and author of 10 to 25: The Science of Motivating Young People.

This collaborative effort between Notre Dame, Accenture, Hallow, and the University of Texas at Austin explored how organizations can effectively recruit, retain, and empower talent across generations.

The Value of Diversity and Mentorship
DiSanto ’15 highlighted the competitive advantage of diversity in scaling businesses. While startups often rely on founders’ insights, entering broader markets demands teams that reflect the varied perspectives of their users—often yielding insights deeper than costly market studies.

Challenging generational stereotypes, Yeager, PhD ’04, ’06 M.Ed.argued that younger employees are not averse to hard work but are intentional about where they invest their efforts. Drawing from his research, he proposed a “mentor mindset” for leadership, emphasizing the power of high expectations paired with robust support. He encouraged leaders to treat young workers with dignity and align resources to foster their growth.

VanOverbeke presented Accenture’s approach to turning its multigenerational workforce into a strategic advantage. She noted how younger employees’ technological fluency complements the wisdom of more experienced colleagues. Accenture’s “listening framework,” a feedback-driven system, ensures policies resonate across generations. By explaining the “why” behind tasks, the company boosts engagement and motivation, particularly for younger employees.

Practical Strategies for Team Success
The panelists shared actionable tools for building effective teams:

  • Management Scouting Reports: Inspired by sports scouting, DiSanto ’15 proposed a tool to help team members understand each other’s strengths, preferences, and triggers.
  • Empowering Leadership: Yeager, PhD ’04, ’06 M.Ed.highlighted the success of leaders like Microsoft’s Steph Okamoto, who focus on removing obstacles for their teams rather than micromanaging.

A recurring theme was the shift from institutional authority to relational authority in leadership. DiSanto ’15 stressed the importance of trust, collaboration, and clear goal-setting, particularly in remote or knowledge-driven work environments. Yeager, PhD ’04, ’06 M.Ed.further dispelled myths about young workers’ decision-making, emphasizing the importance of mentorship in developing their strategic thinking.

Building Cohesive Multigenerational Teams
The discussion reinforced the potential of multigenerational teams. By fostering mentorship, embracing diversity, and leveraging tools like continuous feedback, organizations can create innovative and harmonious workplaces. VanOverbeke’s emphasis on cross-generational collaboration as a driver of innovation and DiSanto ’15’s focus on understanding team dynamics stood out as actionable insights for leaders.

In conclusion, the panel illuminated the path to navigating intergenerational challenges and opportunities. Leaders can thrive in this complex landscape by embracing diversity, cultivating trust, and ensuring every generation feels valued and empowered.

This conversation sets the stage for further exploration of how organizations can bridge generational divides to achieve shared success. What are you doing today to empower your multigenerational workforce?

 

Time-Stamped Overview

00:00 Exploring intergenerational dynamics to foster workforce harmony.
11:22 Integrating institutional knowledge with technological innovation across generations.
13:54 Using a listening framework to meet the needs of a multigenerational workforce.
18:43 Emphasizing the value of age diversity and introducing a scorecard approach.
25:03 Highlighting young workers’ desire for status, respect, and a sense of belonging.
31:06 Understanding impulsive decision-making in individuals under 27 due to brain development.
39:01 Misunderstanding management: people are not commodities.

40:47 Building effective manager-employee relationships through clear goals, support, and enablement.
47:47 Leveraging Parker Gail’s two-by-two grid for deeper team insights.
51:37 Abandoned tech layoffs article, disliking checklist managers.
59:00 Empowering employees by removing barriers and mentoring.


  1. The Science of Motivation: “Young people are craving a sense of status and respect, a sense that you matter, that other people view you as a valuable person, like a contributor to your culture, to your group, that you have something about you that matters beyond yourself.”
    —David Yeager, PhD ’04, ’06 M.Ed.[00:25:46 → 00:26:01] 
  2. Relational Authority in Modern Leadership: “If we think about how we grow our organizations as managers and as leaders–- about building trust and relational authority by setting the right goals and working hand in hand to achieve them, each with our own roles and responsibilities– I think that really empowers the fullest actualization of both Zoomers and Boomers, and everybody in between, by reframing the conversation of what is labor.”
    — Alessandro DiSanto ’15 [00:42:58 → 00:43:23]
  3. Generational Shift in Technology Fluency: “People who are coming into the workforce today are super fluent in technology, more than I ever was. And they don’t know a time where you weren’t always connected, which is both good and bad.”
    — Amanda VanOverbeke [00:13:48 → 00:13:54]
  4. The Power of Mentorship: “The person that changed your life is usually the person who expected more of you than you knew you could accomplish, but then walked the journey with you until you met that standard.”
    — David Yeager, PhD ’04, ’06 M.Ed.[00:27:47 → 00:29:02]
  5. Embracing Team Diversity: “I felt like I needed to know more than everyone on my team. Of course, that’s not possible, but I tried, and it made me come across that way, which made me unapproachable. I think the first step is to acknowledge that the people on your team bring a diversity of thought and experience, and that diversity is valuable and welcome.”
    — Amanda VanOverbeke [00:45:20 → 00:45:40]

BusinessCareer DevelopmentHealth and SocietyLeadership2024 Year in ReviewBoomersdigest274Game ChangersGenerations at WorkIrishCompassUniversity of Notre DameYoungNDZoomers

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