8 things boomers do in group discussions that make younger colleagues secretly roll their eyes

Have you ever been in a meeting where someone starts a story with "Back in my day..." and you can literally feel the energy shift in the room?

I've been there. After spending nearly two decades in finance, I've sat through countless team meetings, strategy sessions, and brainstorming discussions.

And while I deeply respect the experience and wisdom that comes with years in the workforce, I've also noticed certain patterns that create invisible walls between generations.

The thing is, most of these habits aren't malicious or even intentional. They're simply communication styles that worked brilliantly in a different era but can feel out of sync with today's collaborative work culture.

And yes, younger colleagues notice. They might not say anything out loud, but trust me, there's often a collective internal eye roll happening.

So let's talk about it. Not to point fingers or create more division, but to build bridges. Because when we understand what creates friction, we can work toward smoother, more productive conversations that actually leverage everyone's strengths.

1) Dismissing technology solutions with "we've always done it this way"

Picture this scenario: A younger team member suggests using a project management app to track deadlines. Before they can even finish explaining, someone jumps in with, "We've managed just fine with spreadsheets for thirty years."

I get it. When something works, why fix it? But here's what happens next: That younger colleague feels their contribution was shut down before it was even considered. They start wondering if their ideas matter at all.

During my finance days, I watched this play out repeatedly. The irony? Some of our biggest efficiency gains came from adopting tools that initially seemed unnecessary. The resistance wasn't about the technology itself but about the fear of change.

If you find yourself defaulting to "the old way," try asking questions first. What specific problem would this solve? How much time could it save? You might be surprised by the answer.

2) Monopolizing speaking time with lengthy backstories

We've all been in that meeting. Someone asks a simple question about quarterly targets, and suddenly we're hearing about how things were done at IBM in 1987.

Stories can be powerful teaching tools, absolutely. But when a five-minute update turns into a twenty-minute history lesson, you lose the room. I've watched brilliant young analysts literally start doodling or checking their phones under the table.

The sweet spot? Keep context brief and relevant. If your story directly relates to the current challenge, share it. But maybe save the extended version for a one-on-one coffee chat where someone can genuinely engage with your experience.

3) Using outdated jargon or corporate speak

"Let's take this offline and circle back after we've synergized our core competencies."

Did you just cringe a little? Your younger colleagues definitely did.

Language evolves, and what sounded professional in 1995 can sound like a parody today. I learned this the hard way when I transitioned from finance to writing. Terms I'd used for years suddenly sounded hollow and disconnected.

Clear, simple language wins every time. Instead of "leverage our synergies," try "work together effectively." Instead of "drill down into the granular details," just say "look at the specifics." Your message will land better, and you'll seem more authentic.

4) Interrupting to correct minor details

A colleague is presenting their analysis, and they mention the company was founded in 2001. You know it was actually late 2000. Do you interrupt to correct them?

If you answered yes, you might be that person everyone dreads presenting to.

Unless the detail materially changes the discussion, let it go. Constant corrections derail momentum and make presenters nervous.

They also signal that you're more interested in being right than in hearing new perspectives.

Save corrections for truly important errors, and even then, consider addressing them privately after the meeting.

5) Name-dropping people nobody knows

"Well, as Bob Peterson always said..."

Who's Bob Peterson? Your younger colleagues have no idea, and now they feel excluded from the conversation.

I noticed this constantly in finance. Senior colleagues would reference executives who'd retired before younger team members even joined the industry. The intent was to share wisdom, but the effect was alienating.

If you want to share someone's wisdom, focus on the idea itself rather than the source. Or take a moment to provide context: "One of my early mentors taught me something valuable..."

6) Dismissing remote work preferences

"Real collaboration only happens face to face."

Every time I hear this, I think about the incredible global teams I've worked with who've never met in person yet produce amazing results.

During the 2008 financial crisis, some of our best problem-solving happened via conference calls with teams spread across continents.

Younger workers grew up with digital collaboration. They've been working on group projects via Google Docs since middle school. When you dismiss remote work as inferior, you're dismissing their entire framework for productivity.

Instead of debating which way is "better," focus on outcomes. What are we trying to achieve, and what's the best way to get there?

7) Making assumptions about work-life balance priorities

"Young people today just don't want to work hard."

Stop right there. They do want to work hard. They just also want to have dinner with their families, pursue hobbies, and maintain their mental health.

After mentoring young women entering finance, I learned that their boundary-setting wasn't about laziness. It was about sustainability. They'd watched previous generations burn out and decided to find a different path.

When someone declines to stay late or protects their weekends, don't assume they lack commitment. They might just be better at managing their energy for the long haul.

8) Explaining things everyone already knows

Does the entire team really need a refresher on what EBITDA means? Probably not.

Over-explaining basics wastes time and implies you think your colleagues are uninformed. I've seen rooms full of competent professionals forced to sit through explanations of concepts they mastered years ago.

Before launching into an explanation, read the room. Are people engaged or are they glazing over? Better yet, ask: "Is everyone familiar with this concept, or would a quick overview help?"

Final thoughts

Here's what I've learned after years of working across generational divides: We all want the same things. We want to be heard, to contribute meaningfully, and to feel our experience matters.

The behaviors I've described aren't character flaws. They're habits formed in different workplace cultures, and habits can evolve.

Every generation brings something valuable to the table. Boomers bring institutional knowledge, hard-won wisdom, and incredible resilience. Younger generations bring fresh perspectives, technological fluency, and innovative approaches to old problems.

The magic happens when we stop talking past each other and start truly listening. When we combine decades of experience with new ways of thinking, that's when teams really soar.

So next time you're in a group discussion, pay attention to the room. Are people engaged or checked out? Are younger colleagues contributing or staying silent?

Small adjustments in how we communicate can make a massive difference in creating truly collaborative environments.

After all, the goal isn't to win the generational debate. It's to work together effectively and maybe even enjoy the process along the way.