Author Andy Ceperley On How To Navigate The Generational Differences That Are Disrupting Workplaces
An Interview With Cynthia Corsetti
College campuses provide an excellent experiment on cross-generational work, as from student to the most elder of tenured professors, there are as many as five generations cohabitating in the same environment.
Today’s workplaces are a melting pot of Baby Boomers, Gen Xers, Millennials, and Gen Zers. Each generation brings its unique perspective, work ethics, communication styles, and values. While this diversity can foster innovation and creativity, it can also lead to misunderstandings, conflicts, and productivity challenges. How can businesses effectively bridge these generational gaps to create harmonious and thriving work environments? As part of this series, we had the pleasure of interviewing Andy Ceperley.
Andy Ceperley is a higher education consultant and Professional Certified Coach. He focuses his life’s work on the transformative impact that a college education affords students and the campus and industry professionals that teach, advise, and employ them. As Founder and President of Andrew T. Ceperley & Associates, he delivers a variety of integrated coaching, team development, assessment, and strategic positioning services to colleges and universities and their individual contributors seeking to strengthen their impact and realize their boldest professional vision.
Ceperley’s career has taken him across the United States and throughout the world — as Assistant Vice Chancellor for Student Affairs at the University of California San Diego; Associate Dean and Director at Santa Clara University; and several student development roles at the University of Texas at Austin, the University of Virginia, and Claremont McKenna College. He earned an administrative Fulbright to study higher education transformation in Germany and Poland in 2005. In 2013–14 he served on-site at Australia’s University of Melbourne, leading a campus-wide initiative to reimagine the institution’s decentralized careers operations for students. And from 2014–2017, he served as expert consultant with the University of Iloilo, Philippines in the establishment of their inaugural Career Center.
Ceperley is an elected Board leader — he is a past president of NACE, the National Association of Colleges and Employers, and he was inducted into the highly selective NACE Academy of Fellows in 2016, in recognition of his impact on the profession. He is an author, speaker, facilitator, and member of several associations, networks, and coaching organizations — including the International Coaching Federation, the Modern Elder Academy, the PQ Positive Intelligence Community, and the Co-Active Training Institute (CTI). He is also an authorized trainer for John Wiley & Sons’ Everything DiSC Workplace assessment.
Andrew T. Ceperley & Associates has been retained by a diverse constellation of colleges and universities — including University of Melbourne, University of Sydney, Loyola Marymount University; Emory University; Stanford University; University of Arizona; University of San Diego; University of California Berkeley, Los Angeles, Riverside, and Santa Cruz; Occidental College; University of Oregon; Oxford University; University of Rochester; North Carolina State University; University of North Carolina at Chapel Hill, California State University Dominguez Hills; University of Washington; Hamilton College; Stony Brook University; Binghamton University; Temple University; University of Michigan; and the University of Pennsylvania, among other institutional and individual clients.
Ceperley is author of the new book, Tone Setters in the Academy: How to Build an Inspired Life as a University Administrator, released on October 1, 2024.
Thank you so much for joining us in this interview series. Before we dive into our discussion about succession, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?
I have loved higher education since I was a kid. My dad was a college professor, so I followed suit by launching a career on a college campus, but on the administrative side. I worked in university career centers throughout the United States and in Australia. Now, 35 years later I consult with and coach campus leaders.
What do you think makes your company stand out? Can you share a story?
I am one of the few people I know who has worked on and consulted with university campuses throughout the world. I understand the challenges for people smack in the middle of a university hierarchy and I work with them to shape a work life that reflects their values.
You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
In my sector, it is important that we develop and sustain a sense of Curiosity (i.e., we recognize that there is always something new to learn); we appreciate the power of both horizontal and vertical Relationships (i.e., we are intentional about getting to know individuals from throughout the organization); and Equanimity (i.e., we “keep it real” on the job and manage through inevitable ups and downs).
In your experience, what are the most distinct characteristics, values, and work preferences of each generation currently present in the workplace?
Terms that existed in earlier generations include “work ethic” and “dues paying” and “soldiering through.” Younger generations, including Millennials and Z, are looking for quicker impact professionally and plenty of institutional support along the way. They are more prone to value work-life balance, hybrid schedules, and work that offers a social good. They are often quick and effective with evolving technology. What is perhaps missing is a needed appreciation in other generations. Zs and Millennials could afford more empathy in working with Xers and Boomers, and the same is true in reverse. Organizations like Cogenerate.org are doing significant work to bring generations together.
Can you describe a specific instance where generational differences caused a significant challenge in the workplace? How was it addressed, and what lessons were learned?
I have experienced plenty of instances, as a leader and as a coach, of professionals who found themselves in over their heads. Examples include the young manager unable to motivate older workers who may resent his fast rise; the older worker who struggles to keep up with new technology and constant organizational change in her office; and the once-valued senior administrator whose institutional memory is no longer respected by his peers. Such examples create resentment and misunderstandings.
Technology adoption varies greatly between generations. How do you recommend companies bridge the tech-savviness gap without alienating any generational group?
Organizations need to meet the needs of their newest hires who are digital natives while at the same time creating value to more seasoned staff with crystalized wisdom.
From face-to-face conversations to instant messaging, each generation has its communication preference. How can businesses foster effective communication that caters to these diverse preferences?
Variety is the spice of life, and multiple generations working together can be a huge advantage to an organization.
What are your “Five Things Leaders Need to Know About How to Navigate the Generational Differences that are Disrupting Workplaces”?
- Generational differences are not new in the workplace. We have been talking about this for the last four decades, perhaps longer.
- Conflict between generations is neutral, that is its very presence creates and edge that gives organizations the opportunity to evolve. It’s neither good or bad; it’s a reality.
- There are now influential organizations studying the importance of cross-generational impact, including Cogenerate. Generational diversity is being seen as an advantage, not a detriment.
- Whatever generation we claim for ourselves, it is important that we reflect on the assumptions we make about those older and younger than us. Sometimes, our stereotypes are way off base, while other times they give us an opportunity to modify our own behavior.
- College campuses provide an excellent experiment on cross-generational work, as from student to the most elder of tenured professors, there are as many as five generations cohabitating in the same environment.
Can you please give us your favorite “Life Lesson Quote”? Do you have a story about how that was relevant in your life?
President Thomas Jefferson once said, “I’m a great believer in luck. I find the harder I work the more I have of it.” I completed my graduate degree at the University of Virginia, founded by Jefferson. His quotations are everywhere on the campus. This particular quote has long inspired me because it connects the importance of work ethic with the truth that some of our richest opportunities come along when we are simply in the right place at the right time.
Off-topic, but I’m curious. As someone steering the ship, what thoughts or concerns often keep you awake at night? How do those thoughts influence your daily decision-making process?
I am worried that on our college campuses (my primary client group) and in society at large, we risk losing our integrity as we rush after apparent easy wins and quick fixes that don’t yield the long term impact we desire. Between all the bad news and the glitzy promises of our consumer world is a place between the two, a middle path that guides my work. It is a path of equanimity where I treat the stellar successes and crushing disappointments of my business with an attitude of steadiness, gratitude, and optimism.
How can our readers further follow you online?
- Web: andrewtceperley.com
- LinkedIn: linkedin.com/in/andrewceperley
Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!
About the Interviewer: Cynthia Corsetti is an esteemed executive coach with over two decades in corporate leadership and 11 years in executive coaching. Author of the upcoming book, “Dark Drivers,” she guides high-performing professionals and Fortune 500 firms to recognize and manage underlying influences affecting their leadership. Beyond individual coaching, Cynthia offers a 6-month executive transition program and partners with organizations to nurture the next wave of leadership excellence.
