In this research-led session, moderated by Joanna Milne (Head of Practice, BD & Marketing, Totum Partners), the panel explored how multi-generational dynamics are influencing culture, collaboration, and career development within law firms.

Drawing on new research from Totum and LMA Europe, Karen Snell (CMBDO, Kennedys), Paps Andrews (Senior BD Advisor, Hogan Lovells), Alice Dooley (Senior Manager, International Comms, Vinson & Elkins), and Helen Griffiths (Head of BD, Fladgate) discussed how evolving expectations around learning, flexibility, and communication are reshaping the workplace.

The conversation focused on how firms can build environments that support career growth across all generations while fostering more effective collaboration and inclusion.

Key takeaways included:

Bridging the Generational Gap: Insights for a Multi-generational Workplace

With five generations now coexisting in the workplace, understanding what motivates different age groups has never been more important. The recent panel discussion on multigenerational dynamics, informed by Totum’s survey of professionals in law and related sectors, brought together a wide range of voices to explore how values, priorities, and communication styles are evolving across the workforce.

A New Definition of Success 

The data revealed that while salary and career progression remain consistent priorities, the definition of success is shifting. Agile working, strong leadership, and meaningful company values are now central considerations. Notably, while younger employees were less likely to prioritize company values when choosing a new role, many still reported those values as a deciding factor in selecting their current employer. This contrast suggests that purpose and alignment often become clearer once inside the organization.

Why Titles Matter, and Why They Don’t

Job titles continue to hold significance across generations, but for different reasons. For some, they signal progress and recognition. For others, especially in more collaborative environments, titles mean little if not paired with responsibility and opportunity. Regardless of perspective, transparency around role expectations is key to fostering trust and motivation.  The panel debated the role of a manager for instance.  In the past it would mean managing people but now a manager is normally referred to as managing projects or campaigns.

Skills for the Future

Communication, resilience, adaptability, and problem-solving emerged as the most essential skills for career advancement. With AI and automation beginning to displace routine tasks, the focus is shifting toward human capabilities that cannot be easily replicated by technology. However, as job roles become increasingly specialized, there is growing concern about how future leaders will gain the broad experience required for senior positions.

Mentorship and Feedback Gaps

While nearly all respondents see value in mentorship, only a fraction currently have a mentor. This gap is particularly striking among the 18-24 age range, who may be waiting for formal programs to appear rather than seeking informal support. In fact, the research pointed to 100% of this age range actually wanting a mentor but only 38% said that they currently have one.  Both formal and informal mentoring relationships are needed, and organizations must invest in training mentors and encouraging a culture of feedback to support long-term development.

Networking in the Hybrid Era

Networking remains a powerful tool for professional growth, yet younger generations place less emphasis on its value compared to older colleagues. With hybrid work reducing opportunities for spontaneous connections, organizations must be more intentional about fostering community. Encouraging self-advocacy, visibility in virtual meetings, and structured networking opportunities can help close this gap.

Challenging Generational Stereotypes

The panel highlighted the danger of reducing people to generational clichés. Comments reflecting assumptions about age-related attitudes and behaviors continue to surface, often reinforced by media narratives. The conversation underscored the importance of treating individuals as individuals and focusing on role, experience, and potential rather than age alone.

Building Inclusive Cultures

Creating a truly inclusive culture means embracing the different perspectives, experiences, and working styles that each generation brings. Tools such as personality profiling can support this by improving understanding and communication within teams. Inclusive leadership requires curiosity, empathy, and a willingness to coach and learn across the generational spectrum.

Career Expectations are Evolving

Job security, once a top concern, is no longer a primary driver for most professionals, perhaps a reflection of shifting economic realities. However, salary remains important, but its relative priority differs between age groups, with older professionals placing more weight on it compared to younger ones.