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

From Zoomers to Boomers: The Generations at Work

On November 13, 2024, the University of Notre Dame’s ThinkND Podcast hosted a thought-provoking episode in its Game Changers series: “From Zoomers to Boomers: The Generations at Work.” Sponsored by YoungND and produced by the Notre Dame Alumni Association, the event explored the dynamics of today’s multi-generational workforce, with a focus on leveraging generational diversity as an asset rather than a challenge.

Moderator and Panel Introductions

Moderator Adam Kronk—Director of Research and External Engagement at Notre Dame’s Institute for Ethics and the Common Good—framed the conversation with a guiding principle: move beyond generational stereotypes and toward actionable strategies that foster dignity, collaboration, and moral leadership across age lines.

The panel included:

• Amanda VanOverbeke, Chief of Staff to the CEO of Accenture Americas, representing a global firm with deep experience managing generational diversity.

• Alessandro DiSanto ’15, Co-Founder and CFO of Hallow, a Millennial-founded Catholic meditation app growing at startup speed.

• Dr. David Yeager ’04, ’06 M.Ed., developmental psychologist and bestselling author, whose research connects brain science and motivational theory to workplace behavior.

Diversity as a Superpower

VanOverbeke emphasized that Accenture treats generational diversity as a competitive advantage, where digital fluency meets lived experience. With employees in over 120 countries spanning five generations, cross-generational insight is critical to innovation.

She also noted that Accenture’s commitment to inclusion extends beyond age—to gender, ethnicity, military service, and educational background. Their internal “listening framework”, which includes surveys, focus groups, and feedback loops, ensures that employee needs are understood across life stages—especially in a post-pandemic landscape.

Startups, Complementarity, and Built-in Mentorship

DiSanto offered a startup’s perspective: early growth at Hallow was fast, improvisational, and highly relational. As the team scaled, a deliberate shift emerged: hiring for complementarity, not similarity. Inspired by the “Who” hiring method, Hallow now uses scorecards to avoid bias and ensure diverse perspectives—crucial when your user base spans all ages and spiritual backgrounds.

He also noted that intergenerational mentorship can be informal and reciprocal in startup settings, where every team member wears many hats and learns from one another’s strengths. “Your employees are some of your power users,” DiSanto emphasized, underscoring how diversity fuels product insight.

Intergenerational Motivation and the Mentor Mindset

Dr. Yeager challenged common assumptions about younger workers being entitled or erratic. Drawing from his book 10 to 25, he explained that young people aren’t unwilling to work—they’re just strategic about where they invest effort. What they seek is dignity, status, and a sense of mattering.

His “mentor mindset” framework offered a simple but profound leadership model: set high standards, then walk with people as they strive to meet them. Great leaders, he argued, empower rather than manage, guiding young professionals toward excellence by pairing challenge with care.

Practical Strategies for Multigenerational Leadership

VanOverbeke shared candid lessons from her early management experiences, including the realization that effective leadership isn’t about knowing more than your team—but listening better. Her success hinged on humility and approachability, not authority.

DiSanto introduced Hallow’s “management scouting report,” a two-by-two matrix that helps new teams identify communication styles, personal triggers, strengths, and growth areas early on. This approach fosters trust and clarity from day one.

Yeager reinforced that great managers remove barriers rather than micromanage. Whether resolving logistical issues or advocating internally, leaders who unlock others’ potential are the ones who drive true performance—across all generations.

Listening, Respect, and Mutual Growth

Across the discussion, one value stood out: deep listening. Real listening—not token feedback—fosters respect, resolves generational tension, and builds workplace cultures where all voices matter. It’s what makes intergenerational teams not just functional, but exceptional.

Final Takeaways

The episode concluded with a clear message: generational diversity, when embraced intentionally, is a powerful force for creativity, mentorship, and long-term success. The tools shared—listening frameworks, relational leadership, complementarity-based hiring, and the mentor mindset—offer practical guidance for leaders at any level.

As Notre Dame’s YoungND and Alumni Association continue championing professional development, listeners were encouraged to connect via the Irish Compass platform and to carry these insights into their own workplaces. Whether Zoomer or Boomer, the takeaway is the same: generational inclusion isn’t a challenge to solve—it’s an opportunity to lead well.