Generational gaps in managing experienced writers

Will Kelly
5 min readJan 24, 2025

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Photo by Andraz Lazic on Unsplash

Imagine a seasoned Gen X technical writer with decades of experience in documentation, now reporting to a 30-year-old manager focused more on brand voice than technical accuracy. Or imagine a veteran marketing writer whose strategies have driven conversions for years being asked to justify their methods to a new manager who favors buzzwords over results.

These scenarios reflect a growing challenge in the workplace: the generational divide between Gen Z and snake person managers and the Gen X professionals they lead. While younger managers bring fresh energy and a flair for innovation, they often stumble when managing technical and marketing writers with years of expertise.

One hard truth younger managers often discover? You don’t know what you don’t know, and bluffing your way through a conversation with a Gen X writer — who has seen it all — can backfire spectacularly.

The generational dynamic in writing teams

Writing teams thrive on a mix of fresh ideas and time-tested methods. For example, a younger manager might suggest using a trendy new content management tool, while a Gen X writer could provide insights on how to integrate it with legacy systems without disrupting workflows. Younger managers, raised on digital-first strategies, often focus on agility, speed, and trends, while Gen X professionals emphasize depth, precision, and strategic thinking. Ideally, these approaches complement each other. In practice, mismatches in communication styles and priorities can lead to frustration.

According to Gallup, 62% of Gen X workers feel their experience isn’t fully utilized, a particularly relevant statistic in writing roles, where seasoned professionals often bring niche expertise to the table. When managed poorly, these generational gaps can lead to disengagement and a loss of productivity.

Where younger managers go wrong

Here are some ways that younger managers go wrong in the eyes of experienced writers.

Undervaluing deep expertise in favor of speed

Younger managers often prioritize quick turnarounds, assuming all writing projects are equally straightforward. This can lead to clashes with technical and marketing writers who know that producing high-quality content — whether it’s a product manual or a thought leadership piece — requires time and precision.

How it’s perceived by Gen X writers:
“They act like I’m ChatGPT, but writing something accurate and meaningful takes thought. They don’t get it.”

The fix:
Managers should set realistic timelines by consulting writers on the complexity of each task. Acknowledge that high-quality writing isn’t instant, and respect the depth of research and revision required.

Focusing on trends instead of strategy

Younger managers often push for trendy content formats (think TikTok scripts or hyper-casual blogs) without considering whether they align with the audience’s needs. While innovation is important, overlooking the strategic foundation — something seasoned writers excel at — can backfire.

How it’s perceived by Gen X writers:
“They want us to churn out flashy content, but there’s no plan to tie it back to the customer journey or brand goals. I don’t think they’ve ever met a live customer before.”

The fix:
Balance trend adoption with strategic insight. Involve experienced writers in discussions about audience needs and content goals before diving into execution.

Micromanaging seasoned professionals

Younger managers, often eager to assert their authority, sometimes fall into the trap of micromanaging. This can frustrate technical and marketing writers who have spent years perfecting their craft and don’t need step-by-step guidance.

How it’s perceived by Gen X writers:
“They hired me for my expertise, but now they’re questioning everything I do. I’ve done this work before. It’s obvious my manager has not.”

The fix:
Shift the focus from micromanaging processes to measuring outcomes. Set clear expectations, then give experienced writers the autonomy to meet those goals in their own way.

Bluffing expertise when you’re out of your depth

Younger managers sometimes try to cover up gaps in their knowledge by bluffing their way through technical or strategic conversations. But with Gen X writers, this approach can quickly unravel. These writers have decades of experience and can easily spot when someone doesn’t have a firm grasp on the subject.

How it’s perceived by Gen X writers:
“My manager’s lips are moving but they’re saying nothing except buzzword salad. It’s frustrating — and a waste of time.”

The fix:
Admit when you don’t know something. Asking questions or seeking input from experienced writers demonstrates humility and builds trust. A simple, “Can you walk me through your thought process here?” goes a long way.

Overprioritizing tools and technology

Younger managers tend to rely heavily on new tools — be it AI writing assistants, content management systems, or analytics platforms. While these tools can enhance productivity, they’re not a replacement for the judgment and creativity that experienced writers bring to the table.

How it’s perceived by Gen X writers:
“They think AI or automation can replace what I do. They don’t realize those tools still need a human to make them work.”

The fix:
Frame tools as supplements, not replacements. For instance, AI-powered writing assistants like Grammarly can help streamline grammar checks and style consistency, but they still rely on human writers to ensure context, tone, and accuracy align with the target audience. Ask Gen X writers for their input on which tools genuinely add value and involve them in decision-making when adopting new technology.

Failing to recognize non-linear career paths

Many Gen X writers have deliberately chosen to stay in their craft rather than move into management. Younger managers often misunderstand this choice, assuming these professionals lack ambition or are “stuck,” when in reality, they’re deeply committed to mastering their niche.

How it’s perceived by Gen X writers:
“They think everyone wants to climb the ladder, but I’m proud of being a writer. That doesn’t mean I don’t want to grow.”

The fix:
Acknowledge that career growth isn’t just about promotions. Offer opportunities for Gen X writers to take on leadership roles within projects, mentor junior team members, or expand into adjacent areas of expertise like content strategy or UX writing.

Conclusion: Building better writer-manager relationships

The divide between Gen Z and snake person managers and Gen X technical and marketing writers isn’t inevitable. By recognizing and respecting the expertise of seasoned professionals, younger leaders can build more collaborative and effective teams.

For younger managers: Lean on the wisdom of your team. Asking for their input isn’t a sign of weakness — it’s a leadership strength. And remember, bluffing your way through will only diminish your credibility with people who have seen it all before.

For Gen X writers: Be patient with younger managers and open to teaching them what you’ve learned over the years. Your expertise is a powerful resource for shaping better leaders.

Before we wrap up, let’s revisit the key takeaways: collaboration thrives when experience and fresh ideas are valued equally, trust is built through humility, and growth comes from mutual respect.

What has your experience been like working with managers from a different generation?

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Will Kelly
Will Kelly

Written by Will Kelly

Writer & content strategist | Learn more about me at http://t.co/KbdzVFuD.

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