“My goal as a parent is to prepare you for the future, not to make you like me.”

--Amy Chua

Meet the Anx-Z generation. Anx-Z’s (Gen Z + Anxious= Anx-Z) are a segment of Gen Z that were born in a seven-year period between 1998 – 2005. The oldest turned 14 in 2012– the first to be sucked into a torrent of addictive content on social media, which studies show profoundly rewires the brain. Literally, the part of the brain that is responsible for maintaining attention shrunk like a raisin. Anxiety, depression, visits to the ER, feelings of loneliness, and suicide all spiked with this generation. They would spend 6 hours on social media scrolling and trolling, being pressured to curate the perfect life, especially for girls. 

Social media was half the problem. The other half was overparenting that restricted free play. According to Jonathan Haidt’s new book, The Anxious Generation, “Physical outdoor play with other children of mixed ages is healthiest, most natural, and most beneficial play. Play with some degree of physical risk is essential because it teaches children how to look after themselves and each other. Children can only learn how not to get hurt in situations where it is possible to get hurt. Unfortunately adults usually can’t stop themselves from directing and protecting.” 

So Anx-Z’s experienced the perfect storm of too much protection on the playground IRL (In Real Life) and not enough in the vast sinister digital world. We really dropped the ball. 

The good news is that the problem has been identified and articulated. Zuck and the rest of the algorithm kings are the new enemy of the people, and parents are warming up to raising their kids “free-range”, much like they were when they were growing up. The tide is turning. The pressure to oust Tik-Tok is as much about the pernicious effects on its young users as it is national security. 

How Do You Manage Anx-Z’s at Work? 

It’s too late to manage Anx-Z’s with tough love. “Free-play” works for a 9 year old, but it too late for a young adult. However, there are 5 key things to know about managing this generation:

1. Tech-savvy. They gravitate and thrive in digital environments. Make sure your company is tech-forward with the latest software and communication tools.

2. Authenticity and Transparency. As awkward as their basic soft skills might be, they crave open and “emotionally  honest” dialogue. For AnxZ’s, their life is an open book and they expect everyone else to be as well.

3. Meaningful Work and Impact: The gravitate toward purpose-driven organizations and want to make a difference in the world, in their community, and with their friends. 

4. Flexibility and W-L Balance: They prioritize their health and personal life. Flexible work arrangements with remote options are a must. 

5. Embrace diversity and Inclusion: Demographically, Anx-Z’s are the most racially, ethnically, and culturally diverse generation that has ever worked in the workplace. Promoting cultural awareness and implementing diversity and inclusion initiatives will go a long way for improving overall engagement. 

Every generation brings unique strengths to the workplace. For this generation, they have a keen understanding of social and emotional learning and can help create a culture of empathy and understanding that is lacking in so many workplaces today.  This is the generation that is going to make the playgrounds of the future.

Go. Play. Outside.

Warren

Gen Z is in the management space, and these young leaders prioritize mental health and work-life balance, introducing practices like “mindfulness Fridays” and "heart checks" to support their team. Having experienced the disruptions of the pandemic as they entered the workforce, Gen Z is reshaping workplace norms, emphasizing emotional intelligence, openness, and individual strengths over traditional hierarchies. (The Wall Street Journal)

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The inefficacy of meetings is spurring companies to enforce “no-meeting days” as standard practice. Nearly three out of four of employees feel that most meetings do not encourage collaboration, nor disseminate information, nor accomplish tasks. Cutting meeting times in half, making sure there is an agenda beforehand, and assigning a facilitator can mitigate the meeting fatigue. (Fortune)

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One in five U.K. employees are working from home more often in order to avoid annoying colleagues. Oversharing, gossiping, and swearing are often instigators for staying in. That said, over half (55%) of employees say being informal at work makes it more enjoyable. For employers, cultivating a balance between “personal” and “professional” is key to a comfortable and productive workplace. (Startups Magazine)

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Companies’ investment in childcare is proving to be a boon, with ROIs as high as 425% and three quarters of employees saying that the peace of mind has helped their work performance. Up to 86% of respondents to a recent survey said that they were more likely to stay with their employer because of childcare perks. Employers will do well by designing benefits to meet the needs of parents. (Boston Consulting Group)

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Millennial women are leveraging Facebook Groups for career advice, turning to the platform for referrals, interview tips, and mentorship. Advice-seekers feel too exposed to their colleagues on LinkedIn, and Facebook provides them with a casual space that allows for anonymity and diverse perspectives. (Fast Company)

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One third of workers aged 18-24 report that they suffer from mental health issues– an increase from the one quarter who said the same in 2000. Despite generational stereotypes of less-resilient youth, studies show that Gen Z’s anxiety is often a result of sleep deprivation, social deprivation, attention deficiency, and addiction, of which social media may be a significant cause. (The Guardian)

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For Gen Z, working more than one job to curb financial anxiety is normal. Fully 69% of Gen Z workers describe their financial situation as “fair” or worse, with 32% saying it is “poor” or “very poor.” As the oldest of the generation ages out of their parents’ health care plans, young workers take on gigs and side hustles to feel more secure about their future. (GOBankingRates)

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Younger workers’ casual language is clashing with traditional notions of professionalism in the workplace While there's a push for more authenticity and candor at work, learning to balance personal expression with professionalism remains essential for career success, as poor communication is a critical factor in hindering career progress. (BBC)

“What is there so fearful as the expectation of bad tidings delayed?”

 --Mary Shelley

Just by following friends on Instagram and Facebook, we feel poorer and less fulfilled. New research reveals that we are not worthy. Our friends tend to post their best selves—the big spring break vacation to Portugal, the adorable dog. “They’re perfect,” you say, “…and all I did last spring was clean the garage.” But what you don’t see in your friend’s social media narrative is the aftermath of the Norovirus that they contracted while on the trip, or that their dog somehow caught the virus and is now sh*tting all over the oriental rug. And the husband has a gambling addiction. You get the picture.

It turns out that leaders in the workplace are doing the same thing– addicted to positive messaging in their communication, and not telling the whole story. A new report in HBR (featured below) points out that skirting over bad news and difficult topics actually creates more stress and uncertainty among employees. One of the biggest mistakes leaders make is focusing on how awesome the future looks without looking back on all the bumps in the road and sacrifices in the past that led to the success and the challenges ahead… warts and all.

Another faux pas is skipping the non-update update. A 2023 Gallup survey showed that U.S. employees are feeling increasingly left out of the loop by their leaders and managers. When there are no updates, the worst thing you can do is stay silent. Let people know there are no updates but let them know what you are thinking about. Invite them into your thought process and always solicit feedback. Ed Koch was a New York City Mayor who was known for saying to anyone who would listen, “How am I doing?”

Finally, it’s okay to deliver bad news. Be honest. Be transparent. In the long run, that will get you more followers than Happy Bullshit.

Be. Real. Pleeeze.

Warren

When tensions run high, it is better to acknowledge that things are difficult and not only focus on success. Leaders must be particularly mindful of how they communicate with their teams. In a recent global survey, 44% of employees reported they had experienced a significant amount of stress the previous day. Managers can mitigate this stress by providing context, being transparent, and not focusing too hard on the future. (Harvard Business Review)

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When looking for a new career, Gen Z values higher salaries and promotion opportunities over work culture and job fulfillment. Only 61% of Gen Z consider work to be a part of their identity, and 83% label themselves as “job hoppers.” Feeling secure in a changing economy is important to this generation, so employers should be aware that they are likely to jump ship if their financial needs are not met. (Business Insider)

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Managers are implementing lax “shadow policies” regarding work-from-home and return-to-office mandates, accepting that the written WFH and RTO policies will not be met by staff. Fully 79% of managers feel that their team is more productive working remotely or hybrid. Employers will do well by prioritizing the recruitment and retainment of talent over having a strict work schedule. (Worklife)

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Younger workers are feeling disengaged from their organizations and managers, and the least engaged at work are older Millennials. Post-pandemic, these employees have trouble seeing a future for themselves in their current roles, as opposed to Boomers who prove to be steadily engaged. Managers can increase employee engagement by showing up on-site, providing personalized development plans, and offering flexible options to employees who must work in-person every day. (Gallup)

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Gen Z and Millennial workers are feeling unproductive and unsatisfied due to a lack of support from their older bosses. Employees with managers who are 12+ years their senior are almost twice as likely to report feeling unproductive and three times as likely to be unsatisfied at work. Considering age in career development and addressing employees’ soft skills may help both sides gain satisfaction. (Fortune)

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Despite differences in how they define success, both Boomer and Gen Z women recognize the importance of solidarity in shaping a more equitable future. While the former tends to measure success by salary, and the latter by a comfortable lifestyle, both understand that attentiveness to one another's experiences are essential for cultivating gender equity in the workplace. (Forbes)

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A new law in New York City allows job applicants to opt out of AI-based resume scanning. While some see AI use as a means to mitigate potential bias, others fear the lack of a human perspective could hinder their chances of getting hired. Applicants must now face the additional stressor of weighing the pros and cons of skipping automated vetting. (The Wall Street Journal)

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Gen Z is appreciating the tangibility of the paper dollar by “cash stuffing–” physically doling out money into several vessels as a way to budget life expenses. While this is not a new concept, 69% of Gen Z are using cash more than they did in 2022, suggesting that digital currency is making it more difficult to practice healthy spending habits. (Newsweek)

“It is absurd to divide people into good and bad. People are either charming or tedious.”

--Oscar Wilde

What are we learning about Gen Z and the emerging Alpha generation? We’ve learned that half as many are doing illegal drugs compared to Millennials and Gen X when they were young. We’ve learned they’re having less sex compared to Millennials and Gen X when they were teens. Boomers were a total freak show when it came to sex, or course. Beer and alcohol consumption has plummeted as this temperate generation turns to nifty non-alcoholic spritzer libations. They value humility. They are thoughtfully sophisticated in the nuances of emotional self-regulation. They are sleeping longer, rejecting the “hustle culture,” turning in early with healthier sleeping habits (see article below). Dressing up and looking “respectable” is turning into a thing (see other article below). They are more “civic”—they vote at higher numbers compared to previous generations when they were young. In a remarkable throwback, they are starting to learn cursive handwriting. Finally, at work, they want to work in a job that contributes to a more just society.

I’m warming up to boring. Bring it on. I’ll take boring over the volatility and the dark side that comes with “charisma.”

As an employer, how do you manage these perfect young people that we raised? First, throw away your old notions of how you were managed in the 90’s and early 2000’s. There are 5 must-have areas required today for a better performing organization that were not in your playbook 5 or 10 years ago. To future-proof your company:

1. Foster collaboration and inclusion. They value diversity of opinion, and a culture of collaboration and teamwork.
2. Promote and practice work-life balance. Support flexible work arrangements. Understand the importance of “balance” by investing in their well-being (mental, emotional, physical).
3. Emphasize recognition and frequent feedback. Speed up your feedback loop. Reinforce positive behavior while setting clear guardrails.
4. Provide meaningful work. Link their task to the organization’s mission and objectives.
5. Embrace new technologies. Use the latest digital tools and platforms to enhance productivity and collaboration. What tools? Ask Gen Z, they’ll know.

Easy, right? Stick with this simple to-do list, and you’ve perfected the workplace. Not so fast. This is a leadership issue and requires a hard look at your readiness for the future workforce. It may even require a real hard look at your current culture, which may require you, the leader, to change your worldview. You can use Psilocybin mushrooms for this. They have been found to shift and reorient a leadership team’s thinking, but they’re illegal and you might throw up in front of your colleagues.

Another option is to hire a culture doctor to assess your generational readiness and prescribe a course of action. We have world-class experts in this niche field who’ve developed a culture assessment to identify the “cultural resilience” of your organization and prescribe a course of action. If you want more information on how we do it, let us know and we will dispatch a culture doctor pronto.

Boring. Is a. Blessing.

Warren

Uneven work-life balance is taking its toll – especially on younger generations. Gen Z thinks that too much of their personal lives are intertwined with their work, with 90% of them checking email and other work correspondence off the clock, followed by 74% of Millennials, and 65% of Gen Xers. Finding the right career—whether in-person, remote, or hybrid—and learning when to put the phone away can be key in achieving a healthy work-life balance. (FlexJobs)

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Data suggests that those in their twenties are sleeping longer and going to bed earlier compared to previous years, reflecting a shift towards healthy sleep habits and a rejection of hustle culture. With Gen Z prioritizing shut-eye over late-night socializing, businesses are adapting by offering daytime events and earlier entertainment options. (The Wall Street Journal)

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In an age of tablets and keyboards, cursive handwriting is making a comeback. Five states have passed cursive instruction bills in 2024, setting up Gen Alpha with a unique skill that may have passed by much of Gen Z and been abandoned by some Millennials. Being able to read and write cursive may improve cognitive ability, refine motor skills, as well as increase legibility of signatures and historical documents. (Reuters)

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Gone are the days when ‘preppy’ meant sweaters draped around polo shirts, boat shoes, and Abercrombie & Fitch– Gen Alpha defines ‘preppy’ as comfortable, “girly,” pink clothing, often featuring smiley faces or cartoons. Preppy accessories include ribbons, bowties, and Stanley brand water bottles. Companies may adjust their marketing strategies and product offerings to align with this new, self-aware ‘preppy’ trend. (Business Insider)

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The demand for AI skills is outdistancing the supply of capable employees, forcing organizations to learn how to hire with AI in mind and/or create educational opportunities at work. Leaders should allow AI integration in routine tasks such as data management and creative endeavors in order to encourage familiarity among employees. (Fortune)

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Employers are reluctant to lay off any workers after recent labor shortages, and at the same time, less likely to provide raises in order to sway employees to stay. Economists predict that wages and new hires will continue to slow, and layoffs will likely remain low in 2024. Managers should strive to make their employees feel valued by creating a positive and flexible work environment. (Forbes)

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With intent to make extra money on gig apps, rent out their homes, and find other ways to supplement their income, Millennials are proving to be more of a side-hustle generation than any other – even more so than Gen Z. Not only can side-gigs provide financial benefit, but they can also serve as creative outlets that boost efficiency, confidence, and employability. (FastCompany)

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TikTok creators are taking advantage of the relatability of workplace patterns, and videos about corporate life are going viral. With #WorkTok at 2.5 billion views and counting, users have created their own condensed versions of The Office. Poking fun at work culture can be a healthy outlet after-hours, but maybe clarify with your employees that WFH means “work from home” and not “work-free holiday.” (Worklife)

“The wise rest at least as hard as they work”

-       Mokokoma Mokhonoana

‘Busy’ has become a status badge. When you ask someone, “how is work?” they usually respond “busy,” or “crazy,” or “crazy busy.” This is one I like: “insane.” Really, work is insane? Then why on earth are you working there? In a perverse and twisted trend, being overworked has become an aspirational lifestyle, according to two researchers at Columbia and Harvard. The researchers found that the perceived scarcity of your value at work contributes to your social status. We value busy more than purpose.

Blame the Boomers. They rolled up their sleeves and bombastically blew up the 9-5 workday. Then Gen X came along, slid into leadership positions, and continued the trend with their hard driving result-driven intensity and neuroticism. Can Millennials and Gen Z save us? I really hope so. Indeed, trends of 30-year old’s and younger emphasize purpose over paycheck, and balance over work-centrism. If they have their way, and surely, they will when they step into leadership positions, work and attitudes toward work might be entirely unrecognizable. With a boost from AI, and a reprioritization of what matters, we might just start to value friends, family, and community first.

Get. A. Life.

Warren

Busyness, rather than leisure, has become the new status symbol in the U.S., with Americans now associating long working hours with higher status due to perceptions of competence and demand. This trend reflects changes in social class, work dynamics, and public values – it also suggests a societal need to reevaluate what work-life balance really looks like, and encourage a healthier approach to both productivity and relaxation. (The Atlantic)

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Despite its merits, remote work may fall short in sparking the collaborative creativity essential for significant innovations, particularly in scientific and technological fields. Organizations may want to consider creating opportunities for in-person brainstorming sessions, even in a predominantly remote work environment, to better foster breakthrough ideas and maintain a competitive edge. (Business Insider)

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A recent Korean study found a strong correlation between long commute travel times (those over an hour) and experiencing depressive symptoms – particularly among unmarried men and lower-income women. Flexible working arrangements and support for healthier transit alternatives are among the options that employers can explore to help mitigate the adverse effects of longer commutes. (Journal of Transport & Health)

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Hybrid work is on track to replace both fully in-person and fully remote work in white-collar environments – the challenge now lies in identifying and implementing the hybrid model that best fits each workplace. Business leaders should aim to define clear hybrid work policies that leverage the strengths of both models, while taking into account any challenges or benefits specific to their industry and their employees. (CNBC)

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Analysis of U.S. job ads reveals a significant and growing divide in remote work opportunities (favoring higher-paid and more educated workers), which raises concerns about fairness and morale among front-line staff. Companies could address this disparity by aligning their work arrangements with those of their front-line teams, or offering other forms of flexibility, such as a four-day workweek or less rigid scheduling. (Harvard Business Review)

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When it comes to traditional work hours, Millennials in particular find a 9 a.m start time to be too early, with 24% preferring to begin work later compared to only 15% of Gen Z, 11% of Gen X, and 2% of Boomers and Silent. To attract and retain talent across generations (and stages of life), businesses could explore more flexible scheduling options that respect individual preferences and work-life balance. (NewsWeek)

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A holistic look at recent promotions and workplace advancement trends suggests the need for better advocacy and negotiation skills among employees, as well as more proactive career development support from managers. Organizations looking to boost engagement and reduce employee churn should encourage open discussions about career growth and ensure that employees feel empowered to negotiate for deserved promotions and raises. (Worklife)

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Hybrid and remote work poses unique challenges for career development among younger generations, and may exacerbate existing disparities in mentorship for women and people of color. Creating more structured and inclusive coaching programs (potentially by leveraging technology to facilitate remote connections and support diverse career paths) would be helpful for newer employees, while also enriching the mentorship experience for more seasoned workers. (FastCompany)

“I gave my blood, sweat, and tears for this?”

--Taylor Swift

Most people spend one-third of their waking hours at work or thinking about work. And lately they’re complaining and miserable about work. But why? Wages are increasing, and workers have more flexibility than they did before the pandemic. Yet, 34% of workers “dread starting their workday” and 52% of workers feel stress at work everyday. Part of the reason is the vibe-cession, the non-descript existential dread, malaise and discontent or our times. Climate change, inflation, war, polarization, and Netflix raising their rates with nothing to show for it.

But drill down further you’ll find the real reason—one that is less obtuse and more prescriptive. The vocational torment lies in a very simple truth—

Employers are good at hiring and really, really bad at onboarding. The first 6-months on the job are mission critical. It is during this period where new hires crave training, coaching and mentorship. It is where first impressions are made and employees start to learn how much their organization is vested in their success. All this blew apart with the remote revolution. Your company is in Washington DC, and you live in Dallas, for example.

Recent research shows that the least engaged employees are the ones in their first 6-months on the job. It used to be the opposite-- the “honeymoon period” (stupid name) where hope and opportunity are paired with a new computer and great cafeteria. Instead, new employees sit on their hands, at home, often in a different metro than their boss. Connections are never established. The neurons atrophy and they wonder why they are here.

This does have a generational component, as most new hires are Gen Z. Their need for safety, support, coaching and mentorship is an imperative. The solution? Be purposeful about building an over-the-top onboarding process. Reinvent your process, and start with the question: “How can I help new employees LOVE [your company here] in their first 6-months on the job”?  We can help with that, btw.

Make it a priority in 2024.

Honeymoon’s Over. Get Back. To Work.  

Warren

Despite benefits like increased wages and more flexible work options, U.S. workers are experiencing heightened levels of stress and disengagement that signal a deeper issue in modern workplace dynamics. The situation calls for employers to explore solutions that address the root causes of employee discontent, including fostering more inclusive and supportive work environments, rethinking remote work policies, and enhancing interpersonal connections within teams. (The Wall Street Journal)

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Gen Z's reluctance to pursue promotions, particularly individual contributors who are choosing work-life balance over management roles, signals an oncoming leadership crisis for companies who can’t adapt. Employers might consider redefining leadership roles and enhancing support and training to bridge this growing gap in their succession planning. (Visier)

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The rise of public pay transparency has led to an “arms race” in employer compensation, with companies broadening their focus from just salaries to a variety of non-cash benefits and perks. This new landscape requires that managers examine their employment offers to ensure that they are competitively meeting the evolving expectations of job seekers. (Zip Recruiter)

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Despite the growing availability of “pink collar” roles, men's avoidance of jobs predominantly held by women points to a persistent stigma around feminine occupations and a rigid adherence to traditional gender roles. Any organizations that are able to successfully navigate these gendered perceptions when hiring in traditionally female industries will have access to a larger, more balanced pool of candidates. (The New York Times)

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A recent report on office spaces shows that, while companies are increasingly mandating RTOs, a good number are also choosing to reduce their offices’ square footage. Hybrid work presents a unique challenge for these types of organizations – looking to mandate in-person attendance while balancing the costs of underutilized office space calls for both innovative strategies in space management and flexibly timed work schedules. (Robin)

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The concept of merit-based flexibility, aligning remote work privileges with measurable productivity, presents a compelling shift from conventional office-centric models. Proponents of this model suggest that focusing on performance outcomes rather than mere physical presence could help organizations achieve higher productivity (and employee satisfaction). (Fortune)

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With its focus on employee wellbeing through initiatives like wellness allowances, long holidays, and the practice of “fika”, Sweden’s work culture sets a high standard for organizations looking to foster a positive work environment. This approach could serve as a model for global companies hoping to improve employee satisfaction and promote a more engaged and healthier workforce. (The Guardian)

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The modern workplace’s focus on efficiency and digital communication has coincided with a decline in basic interpersonal skills among employees, prompting leaders to actively teach skills like initiating conversations with a greeting. These anecdotes underscore the importance of nurturing soft skills and personal interactions among newer hires, particularly when trying to build a strong company culture. (Business Insider)

“If you don’t like the weather, wait a minute.”

--Astute Observer

It’s over. The Great Resignation bandwagon has slowed to a crawl and is going in reverse, as employers now hold most of the cards.

Turnover has declined steeply, and as the end of the year approaches (aka, firing season) expect to see some significant layoffs, particularly in large organizations. In the last 3-months, 4% of employees were new hires. This compares to over 9% in 2022, more than double. There are less musical chairs than people, so voluntary resignations will become “involuntary” resignations.

But here’s a bigger problem… just as many bad performing employees are staying as long or longer than good performing ones. They’re not leaving, but they are quietly quitting—not getting the work done that needs to be done. So companies are left with the same problems that exist in high turnover and low turnover environment—poor management, especially mid-level management. You can’t blame them for being bad managers. As our second article spells out, three-quarters of the managers are “accidental managers” poorly training for their roles. The UK study suggests we are “throwing managers in the deep end” without a life raft.

Being a workplace consultant for over 2 decades, I have seen training budgets slashed over the years and it’s not helping companies get to the next level. You’ve probably done your budgets for the year, but I would recommend you spend less on AI and climbing walls and re-allocate money to develop your mid-level managers. It’s the best investment you can make for the future of your organization.

Training. And. Development

Warren

The “Great Resignation” seems to be over, signaling a new era of workforce stability marked by a normalization in quit rates and diminishing salary benefits for job changers. Leaders looking to make the most of this cultural shift should focus on improving job satisfaction among long-term employees through career development opportunities and workplace enhancements. (Fortune)

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Research reveals that over three-quarters of UK managers are considered "accidental managers" with inadequate training for their roles, a situation that can have a negative impact on employee satisfaction and lead to an increase in resignations. Executives should prioritize management training programs for those newly promoted employees to enhance leadership quality and reduce turnover. (Chartered Management Institute)

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The shift back to in-person work comes with increased personal costs for employees, prompting the need for employers to reassess the traditional office model and explore ways to alleviate financial pressures. Providing options like remote work flexibility, enhanced office perks, or compensation adjustments could be essential strategies to align with workers' post-pandemic RTO expectations. (Owl Labs)

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The enduring (and “aggressively corny”) Zoom wave seems to have outlived the pandemic and become a permanent part of digital etiquette, signaling meeting conclusions. Recognizing and fostering these types of gestures, however small and trivial, can help organizations bolster a sense of community and belonging among remote teams. (Financial Post)

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Despite increased company restrictions, many employees are secretly leveraging AI tools like ChatGPT to improve performance and output. Exploring secure, regulated ways to integrate GenAI into workflows is key – leadership should consider structured pilot programs for AI tool usage that include robust compliance checks and data privacy training to align company policy with employee work habits. (BBC Worklife)

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The majority of Americans anticipate AI will negatively impact job numbers, with skepticism higher among older demographics and those with less education. Companies should engage in transparent communication about AI integration, emphasizing upskilling and reskilling programs to prepare their workforce for an evolving job market. (Gallup)

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Designed to give employees additional time off to focus on personal health and happiness, “well-being days” are being increasingly adopted by larger companies as a remedy for workplace stress and burnout. To ensure long-term effectiveness however, managers must pair “well-being days” with comprehensive strategies designed to tackle the root causes of stress. (Financial Post)

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LinkedIn has revamped its feed in an effort to elevate posts that deliver expertise and solicit meaningful engagement, hoping to differentiate its content from that of other social media. The platform’s new strategy rewards creators who share informed content within their areas of professional experience, sidelining less work-focused posts aimed at mass appeal and virality. (The Washington Post)

“You can’t always get what you want, but if you try sometimes, you might find, you get what you need.”

--Mick Jagger

A new report from Adobe says that Gen Z is not in love with AI. But what they do love is learning hard skills. Gen Z grew up devouring terabytes of data. They have a remarkable ability to process and sort information with lightning speed. As an aging Xer, I watch with awe and envy as they tear apart a spreadsheet. Employers love this dexterity, but it’s useless if it’s not applied to a specific job or task. This is where hard skills come in—developing concrete and measurable abilities to perform a task at optimal levels. Gen Z is hungry for these hard skills, and about half say if their employer doesn’t provide them, they’ll move to a new job.

So, where does AI fit in? Don’t assume that they’re using it to complete their assignments. A puny 23% express excitement about using AI in the workplace. Writing a term paper is one thing, but navigating an agile environment daily is another beast.

The best thing you can do with this supercharged generation is to get to know them and build trust. They have a strong BS meter and can spot a fraud a mile away. Be authentic. Just be you. Embrace your dim-witted technology competence aging Xers! Make a friend, be a coach, and mentor a Gen Z today.

It. Pays. Off.

Warren

The United Auto Workers strike underscores a growing demand for a 32-hour, four-day, blue-collar workweek, challenging the perception that this shift is only feasible in white-collar environments. Organizations should assess their operational efficiencies and be attuned to the broader implications of this movement, recognizing that a shorter workweek might enhance recruitment, productivity, and employee satisfaction across various sectors. (Marketplace)

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Technological progress, demographic trends, and the changing landscape of the workplace are seeing younger employees increasingly leading multigenerational teams, creating a shift in traditional power dynamics. To successfully navigate generational gaps, these new managers should foster open communication, acknowledge the expertise of their team, and position themselves as both leaders and learners. (The Wall Street Journal)

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The integration of GenAI tools (like Chat GPT) can provide significant performance boosts in tasks like creative product ideation, but over-reliance on these tools has also been found to diminish group creativity and individual innovation. Harnessing GenAI's full potential requires organizations to understand its strengths and limitations, leverage varied methods of innovation, and establish a culture of constant experimentation. (Boston Consulting Group)

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A recent survey shows that nearly half of Gen Z would like to see more “hard skills” training in their jobs, compared to only one-third who would like to see increased soft skills training. A good onboarding program should certainly align with employee needs and the demands of modern workplaces, but businesses should keep in mind – while technical gaps are easy to identify, Gen Z may simply not be as aware of their soft skills gap. (Adobe)

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As the remote work debate continues, the daily commute has emerged as a sticking point: Supervisors believe that the day begins at the office, while post-WFH employees are increasingly seeing the commute as part of their working hours. A flexible hybrid approach might help bridge the gap between workers who champion the perks of a saved commute, and leaders who are wrestling with the intricacies of remote mentoring and culture conservation. (Fortune) 

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The increased number of older employees in the global workforce has prompted changes in how organizations structure accommodations and benefits. To better handle the demographic shift, executives should consider programs catering to the specific needs of older workers, including health benefits tailored to age-related conditions, flexible work schedules to assist with family care, and strategies to combat age-related stereotypes in corporate culture. (Bain)

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Post-2020 corporate DEI commitments appear to be waning, with companies scaling back on related roles and initiatives amidst tech layoffs and recent legal challenges to race-based considerations. As organizations reconsider DEI programs, they must be wary of the long-term implications on talent attraction and retention, understanding that superficial commitments risk alienating potential employees who prioritize authentic diversity and inclusion. (Fortune)

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Despite a decline in fully remote roles, certain companies (particularly tech startups) remain committed to a remote-first approach, viewing it as more than just a flexible work option. Embracing a remote operating model, not as a perk but as an organizational philosophy and competitive advantage, improves access to diverse talent and, when implemented correctly, can enhance both employee engagement and overall productivity. (BBC Worklife)

“Life is a series of collision courses with the future.”

--Jose Ortega y Gasset

Every once in a while, I’ll come across two trends that are headed for a collision course that no one is paying attention to. This is one to watch: The adoption of ChatGPT and other Generative AI applications in the workplace. Or maybe the lack of adoption.

On the one hand, according to Blackberry research report, 75% of companies plan to ban ChatGPT and other Generative AI applications. Most companies that are deploying or planning to implement these bans permanently. They cite that the risk of data security, privacy, and corporate reputation are too high.

On the other hand, over 50% of knowledge workers are using some form of Generative AI tools. A new generation of workers feels that these AI tools are “core to the work they do”. In a report by Handshake, the college class of 2024 is far more likely to be aware and use generative AI in their jobs than the class of 2023. And probably the class of 2025 even more likely.

Meanwhile, sentiment on AI adoption is fraught. According to Gallup, 75% of employees feel that AI will lead to fewer job opportunities in the next 10-years. But this sailboat has launched, and the winds are strong. Adoption of these tools is accelerating. How do you tack to safer shores while maximizing the unprecedented power of AI?

Honestly, I have no idea. But to put all this current moment in perspective, I gravitate to a quote from Douglas Adams, “Technology is a word that describes something that doesn’t work yet.”

Tack and Jibe. Sail On.

Warren

(PS if you are still reading this article, first, God Bless you. No one makes it through to the end. But now that you’re here, I need your input. Do you miss “Dear Friends” as a salutation? I ditched it this time. Should I still say, “Dear Friends”? I’m actually not friends with most of you, right? So, whadya think? Friends or no friends?)

Over half of managers report that they have had to forgo making a critical decision about the workplace because they lacked the requisite data to support it, with the disconnect between RTO mandates and employee preferences only highlighting the need for better data-driven decision making. To improve the RTO experience, business owners should invest in research and tools that provide actionable workplace metrics and help them make informed choices. (Envoy)

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As hybrid work schedules become the norm, one often overlooked option worth exploring is the one-week-a-month in-office model, which emphasizes intensive collaboration during that week and independent productivity when remote. Managers considering this approach should ensure robust planning to maximize the benefits of in-person interactions when in the office, potentially incorporating some social or team-building events as well. (Worklife)

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A recent survey of hiring professionals finds that the transition from entrepreneurship to traditional employment can be a difficult one, with former business owners facing hurdles due to recruitment biases. Many organizations can in fact benefit from entrepreneurs’ innovation, passion, and creativity, and should broaden their recruitment practices to take advantage of these skill sets. (Fortune)

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Fully 42% of workers and 58% of employers believe that their company needs improved resources to help employees understand their benefits, a key component of many compensation packages that, when properly utilized, can dramatically improve workers’ health and wellness. Prioritizing accessibility, offering multiple communication options, and simplifying benefits descriptions are all steps that can improve employee access and adoption. (The Hartford)

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New to the workforce and unfamiliar with in-office mores, some younger workers are enrolling in online business etiquette classes to better understand professional conduct and communication. Recognizing the challenges RTO poses for Gen Z is a great first step – savvy employers will invest in new hires by facilitating mentorship opportunities and training programs to build essential skills and foster a positive company culture. (Worklife)

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Remote work's lasting appeal is rooted in its positive impact on work-life balance and time management, even leading some employees to make significant sacrifices to maintain remote positions. Whether in person or remote, businesses hoping to adapt to this shift should prioritize flexible work arrangements, and recognize that accommodating diverse preferences is crucial for retaining top talent in the current still-evolving landscape. (Business Insider)

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Burnout isn’t just for longterm professionals anymore, as more than 80% of graduating college students are already experiencing symptoms before even entering the workforce. It’s no surprise then that this generation expects future employers to prioritize mental health, and HR leaders should strive to be proactive in addressing work-life balance concerns for potential hires by advocating for support programs and flexible work arrangements when possible. (Handshake)

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Fully 75% of organizations globally are either considering or in the process of implementing bans on Generative AI applications (like ChatGPT) – however, perhaps surprisingly, 55% of respondents still acknowledge the potential for increased efficiency through these applications. Business owners hoping to harness the benefits of AI should explore secure software solutions and ensure adequate employee training on data security and privacy before opening up to new technology. (Blackberry)

Dear Friends,

Let’s talk about belly buttons. They are everywhere these days. Crop tops are all the rage and cost next to nothing on Temu. Gen Z can fit dozens in their tiny closets with their tiny budgets. According to the Gen Z cognoscente Hive, “crop tops are comfortable and promote body inclusivity” And they are “making their way into offices.”

Is this appropriate workplace attire? Most companies say “um, no”. From “very casual” attire to basic workplace etiquette, a remarkable 60% of companies now offer basic work etiquette training to new Gen Z hires around topics like appropriate dress code, how to have a “polite” conversation, how to make eye contact and stand up straight. Here is the good news. This training is easy to implement, and it works. Companies are finding that a few hours on the topic will clear things up. Gen Z are not the rule breaking mavericks like the Boomers and their “long hair” crusade, or the Xers with their “I don’t care if you like me, I’d rather wear a black t-shirt and work in the corner where no one sees me” attitude. Gen Z are quick learners and have a keen sense of social norms.

Etiquette training — just do it.

Warren

The prolonged absence from traditional work environments has left many unfamiliar with office etiquette, so much so that nearly half of business leaders report that their organization is offering some form of professional training to their workers. With lessons on communication, dress code, and virtual conduct, these programs aim to bridge the gap in soft skills, especially for Gen Z employees who have limited in-person work experience. (Resume Builder)

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While remote work may or may not have led to increased productivity in its own right, the improved work-life balance WFH brings has undoubtedly contributed to some of the highest employee satisfaction ratings in decades. Corporate leaders looking to boost morale may wish to explore tailored remote work policies, allowing for individualized flexibility as it aligns with both company goals and employee preferences. (The Wall Street Journal)

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Hybrid and remote work arrangements have disrupted many workers' ability to function efficiently in an open-office setting, leading to cognitive challenges and dissatisfaction among employees who find it hard to focus in a shared environment. Employers who recognize these struggles in their workforce should consider a more flexible work model that prioritizes collaboration in the office while allowing for independent, focused tasks to be completed remotely. (The Wall Street Journal)

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A recent peer-reviewed study found that bankers who worked from home showed a lower probability of engaging in financial misconduct than those who worked in an office (a ~7% chance WFH vs a ~38% chance in-office). These results challenge the conventional belief of the office as a hub of ethical behavior, and suggest that isolation from office culture (when it is unethical) may foster greater integrity. (European Financial Management)

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A major British trial of the four-day work week was expanded to Canada and the US with positive results: Companies saw dramatic improvements in turnover and morale, all while maintaining overall productivity. These results suggest that a modified work-week could lead to better engagement and retention, but managers must ensure that a new schedule is adapted to accommodate both internal and outward-facing employees. (4 Day Week Global)

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The rise of the "triple-peak" workday, where employees take a break in the late afternoon and return to work at night, offers the potential for greater work-life balance, but also requires a reconsideration of team collaboration. The key here is personalization, allowing employees the space to be productive on their terms whenever possible – whether that means accommodating parenting needs, different time zones, or night-time work preferences. (Business Insider)

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The latest GAO report reveals that federal agency headquarters are only about 20% occupied across the board, with some offices’ occupancy numbers as low as 9%. The report reflects a longer term trend towards underutilization and privatization that was only exacerbated by the pandemic and shift towards WFH – these latest findings only emphasize the need for federal agencies to evaluate and optimize their office spaces. (The Wall Street Journal)

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Video call provider Zoom recently mandated a part-time RTO, highlighting a potential long-term equilibrium for tech firms that maximizes both the benefits of face-to-face interaction and the flexibility of remote communication. While some have dubbed the move “the end of remote work,” reports on the benefits of remote and hybrid work, persistently low office occupancy rates, and the struggles of RTO show that WFH clearly isn’t over yet. (The New York Post)

Dear Friends,

It’s hard to believe that the aimless, wasted misfits who came of age with big hair in the 80’s and the weepy nihilism of Nirvana in the 90’s are now officially the titans of the C-suites. The Boomers are finally retiring to play pickleball and tell everyone how young they feel.

This is a Gen X moment… if anyone cares. Bueller?

So, it is not surprising that two of our stories this month feature the influence of GenX on mainstream corporate culture. Gen X was the first generation to set work boundaries, uncomfortably wrestling with the work-obsessed Boomers. Now that they’re in the C-Suite, GenX has become the new warriors of flexible work. And it is just in time, as companies are struggling to find that perfect balance between remote and in-office work.

For Gen X, it is not about working hard, it is about working smart. Adding a few hours a week of free time allows them more time to meddle in the affairs of their Gen Z kids. GenX may have been raised independent, but as overprotective parents, they may be raising a generation that is becoming over reliant and lacking initiative. That’s a topic for another day.

Dude. Reality. Bites.

Warren

As the threat of recession looms, corporate efforts are being ramped up to enhance productivity by removing inefficiencies in everyday work. Initiatives like AT&T's "Project Raindrops", has saved employees nearly 3 million hours yearly, while other firms like Meta, Airbnb, and Shopify are optimizing processes and trimming unnecessary meetings to heighten efficiency. (The Wall Street Journal)

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This summer, white collar professionals are embracing outdoor workspaces, espousing their positive impact on efficiency and creativity. Coworking companies like Industrious and WeWork are realizing the benefits of a natural environment and are working to provide equipped outdoor areas, seeing them as not only a distraction-free zone, but a mental health booster and productivity enhancer. (Worklife)

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As executives seek RTO and employees favor WFH, the post-pandemic tug-of-war is stoking debates around productivity, mental health, and corporate culture. While some companies are instead exploring hybrid models, many are still grappling with declining staff mental health, stagnant productivity, and an erosion of company culture as they struggle to effectively manage the new work landscape. (Bloomberg)

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Business strategist Greg McKeown suggests a shift from the outdated management mindset of "maximum effort = maximum results," towards a healthier "optimal effort = maximum results'' approach, noting the detrimental effects of relentless work culture on employee performance and wellbeing. He posits that this new mindset cultivates an atmosphere of respect for work-life balance and open communication to alleviate workplace stress. (Harvard Business Review)

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Over-protective Gen X parents are increasingly meddling in their children's work affairs, filling out job applications, attending interviews, and even handling salary negotiations. This involvement, while aimed at aiding their children's success, often makes these young candidates instead seem overly reliant or lacking in initiative, casting a shadow on the potential independence of these job seekers.  (The Wall Street Journal)

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With Amazon, Disney, Meta, and Lyft all solidifying their RTO plans, it seems the era of “work wherever you please” might be gradually drawing to a close. However, all these transitions aren’t necessarily going smoothly – companies like Salesforce and Google have resorted to leveraging both incentives (like charitable donations) and punishments (like negative performance reviews) to compel seemingly unwilling employees to return to in-person work. (The New York Times)

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Excessive corporate jargon can lead to feelings of exclusion and misunderstandings among employees, with nearly half reporting that they had made a workplace mistake as a result of opaque language. These issues are particularly pronounced among younger generations – while only 23% of Boomers feel that jargon is used too much, that number jumps to 60% among Millennials and Gen Z. (LinkedIn)

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The latest professional buzzword, “resenteeism,” describes an evolution from “quiet quitting” to open displeasure, characterized by low performance and lack of motivation. Many of these negative workplace trends are spurred on by poor work-life balance, burnout, and job insecurity, but “resenteesim” in particular can be curbed by encouraging open communication from employees and addressing legitimate grievances. (The Economic Times)