The business world talks endlessly about generational differences in the workplace. How each generation likes feedback. Where they prefer to work. How they communicate. Whether dress codes matter.
But there’s another less discussed area where generational differences can create tension: marketing.
Marketing can force a lot of uncomfortable questions. How much do we spend and where? What’s “good” marketing look like? Who decides what’s professional and relevant? And many other questions that can cause friction based on differing viewpoints.
To better understand those dynamics, let’s look at how each generation typically views marketing and how those perspectives may be shaping your firm’s approach, often without realizing it.
Generational Mindsets
Boomers:
Senior professionals, particularly those from the Boomer generation, began their careers in an era when marketing was understated, or in some industries, prohibited altogether. In areas like law, bar rules restricted promotional activity, reinforcing the belief that credibility was built quietly through good work, relationships and reputation – not visibility.
For this generation, visibility was something you earned, not something you pursued. Recognition carried weight because it was conferred by a trusted third party via an invitation to speak, a quote in a publication, or a referral from a respected colleague. That external validation signaled that you had earned your place in the room. By contrast, today’s 24/7 content push on websites, social media and emails can feel forced in the eyes of Boomers.
Having spent decades carefully building their credibility, many senior professionals are sensitive to reputational risk and approach marketing with caution. Their reputation is the foundation of their career and not something created from marketing efforts. As a result, relationship-driven tactics, such as speaking engagements, networking events, board service and in-person client development tend to resonate most.
Gen X:
This generation tends to approach marketing more pragmatically. It’s less about emotion and feeling comfortable, and more about whether it’s getting results. If marketing is going to exist, it must have a clear purpose. Budgets, outcomes and moving relationships forward all matter.
For Gen X, marketing isn’t a box you check, or you’re doing it because everyone else is. These professionals focus on the process, analysis and metrics. When marketing is working, the data will back it up. Marketing earns credibility the same way any other business function does, by proving its effectiveness.
Accordingly, they are often drawn to initiatives that can be clearly measured and tied to business development outcomes, such as webinars with tracked attendance and post-event follow-up or targeted email campaigns with open and conversion rates.
Millennials:
Millennials entered the professional world when marketing was expected. It wasn’t viewed as vanity or optional; it was table stakes. Just as you dress or prepare for a client meeting, marketing is part of your professional DNA. It’s the baseline of being seen as a competent professional.
This generation is unique in that it grew up at the intersection of two different times. At a younger age, Millennials were relying on land phones and desktop computers, and then shifted into a tech-forward world of having everything at their fingertips via cellphones, tablets and laptops. That duality shaped a professional who understands the value of both traditional marketing, while wanting to be ahead of the curve and willing to take risks.
This often translates into marketing tactics that create a constant presence, such as an active LinkedIn profile, weekly blogs and client alerts, and other content that reinforces consistent visibility.
Gen Z:
This generation has grown up immersed in content. They consume an extraordinary volume of it, and they’re constantly decoding what they see. Overly polished brands don’t impress them or come across as credible. They evaluate whether something is real, performative, or even worth their attention.
Gen Z wants plain language and clear values tied to it. Mission statements matter, but only if they actually mean what they say. Empty slogans, vague positioning and clever taglines without substance fall flat. They don’t take claims at face value.
This group is omnichannel by default, and they notice inconsistencies between your website, your social presence and what leadership says publicly. How you show up across all platforms factors into gaining their trust.
When it comes to marketing, they gravitate toward formats that feel immediate and human – short-form video, real-time commentary, and people-first content.
What This Means for Your Marketing Strategy
So what happens when all these mindsets sit inside one firm? Without a strategic approach, it’s likely slowing down your marketing. Not because people don’t care, but because they care in different ways.
Each generation is pursuing the same goal of trust and credibility, but they define and measure those outcomes differently. One prioritizes reputation protection. Another wants proof of ROI. Another believes constant visibility is crucial. When those perspectives collide, getting everyone on the same page becomes difficult and progress stalls.
The firms that navigate this well, focus on each generation’s ideals and use this as intelligence to develop a smart, comprehensive plan. They don’t default to the most senior or the most vocal voice.
Then the next challenge is cohesion, particularly in larger firms. Yes, you want everyone to market in a way that feels natural to them and allow for flexibility in how they execute, but there must be an overarching strategy and goal alignment, otherwise you can’t scale.
Think of it like an orchestra. Different instruments play distinct parts, but someone must be conducting, otherwise it just produces noise. Within your firm, someone needs to lead and own the strategy. We often see that if there’s no marketing guidance for professionals, they default to silence or non-participation.
It’s also important to recognize your firm isn’t made up of one generation and neither is who you’re marketing to. Your clients, referral sources and future decision-makers span all of them. Even if Gen Z is not your primary buyer yet, they will be. The firms that achieve marketing success empower professionals to engage authentically with their own peer groups while reinforcing a unified strategy.
Alignment Over Agreement
That said, stop trying to make everyone comfortable. Whatever marketing strategy you land on won’t perfectly align with every generational preference, and it doesn’t have to.
Define what you’re trying to achieve as a firm, then strategize around those objectives. Not everyone needs to operate in the same channels or employ the same tactics, but everyone should be moving in the same direction.
And resist the urge to assign tactics by age. Assign by strength. Lean into where professionals are most credible and confident. Don’t force someone into a platform or format that feels unnatural; that rarely produces strong marketing. When individuals are positioned to contribute authentically, marketing becomes both scalable and effective.
Partner with a Trusted Marketing and PR Agency
Berbay Marketing & Public Relations has three decades of experience providing law, real estate and financial firms with strategic marketing and public relations services that propel your business forward. Berbay’s dedicated team has demonstrated success securing media placements, achieving nominations and rankings, revitalizing websites and social media, obtaining speaking engagements, and more.
Looking to grow your firm with a proven marketing and PR team? Contact Berbay at 310-736-9168 or info@berbay.com
By Megan Braverman, Owner & Principal, Berbay Marketing & Public Relations
Megan has led hundreds of successful marketing and PR campaigns for leading law firms, real estate companies and financial services organizations throughout the U.S. Under her leadership, Berbay was named the Top Public Relations Agency in The Recorder Best Of 2025 Awards, underscoring the agency’s reputation as the go-to partner for professional services firms seeking results-driven marketing and PR. Megan was also selected to the Los Angeles Business Journal’s LA 500 list, highlighting her as one of the region’s most influential executives.
