Age vs. Attitude: What Really Matters in Change Management

At a recent event, someone asked me if managing change is easier with younger people. The common assumption behind this question was that because younger generations are often seen as more "tech-savvy," they must adopt changes more quickly than others. Interestingly, that's not always the case. Let me explain why.

While I primarily work in tech-driven change, what we're really managing is not just the technology itself but the changes in behaviour and processes that come with it. It's not just about learning new software; it's about learning new ways of working. This process depends far more on organisational culture and individual attributes than on age.

When we say we work in tech changes, what we are really saying is that we work in changes that are ‘enabled’ by tech. We aren’t simply implementing a new piece of software; we are asking people to adapt to a new way of working, using a new system. Part of the change requires the ability to learn the system, but a lot of it depends on having the right attitude and an openness to learning new processes.

“Part of the change requires the ability to learn the system, but a lot of it depends on having the right attitude and an openness to learning new processes.”

Regardless of age, some people are quite open to learning new things and can easily translate an old process into a new one. A willingness to have a go and try something new is an invaluable skill when dealing with change at an individual level. Interestingly, I’ve found that individuals who have experienced many changes throughout their careers often demonstrate greater openness to adapting—they understand the new possibilities change can bring.

Additionally, everyone has a different capacity for change at any given time. People can only manage so much stress or change before becoming overwhelmed. The challenge in organisational change management is that while we can be aware of the changes happening within the company, we don’t always know about the personal changes employees are experiencing outside of work. These external factors significantly influence someone's capacity for change at work.

As change leaders, one of the greatest tools we have is knowing the concerns of our teams before a change takes place. Sometimes we enter an organisation, explain a forthcoming change, and ask what people might be worried about. However, some employees may hesitate to share honest concerns, fearing the impact on their career or reputation. Others, particularly those with long tenures in the company, are often more comfortable voicing their concerns. Hearing these concerns early allows us to better plan and communicate, ensuring a smoother change management process.

While the ability to learn new technology quickly is certainly an advantage, it's only one piece of the puzzle. Adaptability, an innovative culture, permission to experiment, resilience, and support all play significant roles in the successful adoption of technology—regardless of age.