Examining Gen Z in the Workplace
Seton Hall’s Division of Continuing Education and New Jersey Society of Information Management (SIM) co-host the CIO Roundtable at Seton Hall University. The Round Table seeks to convene a diverse array of thought leaders, industry experts and academic professionals for engaging discussion on the future of work.
IN PARTNERSHIP WITH
A Different Breed
Strategies for integrating and empowering Gen Z in the multi-generational workforce.
By CAMBRON HENDERSON
Leadership Lessons
Instrumentally sound principles for guiding Gen Z in a hyper-reactive world.
By SHARAT CHANDER
18
In the Lead with…Reid Litman
The global consulting director at Ogilvy Consulting discusses his perspectives on how to lead and develop Gen Z.
By THE EDITORS
In the Crucible
Balancing digital preferences and classic approaches for effective learning.
By MICHAEL ROSENBERG
32 In Focus
Generational Harmony
How a millennial trains a Gen Z workforce for leadership.
By
YOLANDA JACKSON
The Future of Leadership Survey: 2024
Reviewed by PAULA ALEXANDER and STEPHEN WOOD 22
Insight and foresight from the survey’s fourth-year findings.
BY RUCHIN KANSAL, M.B.A., KAREN BOROFF, P h .D., ANTHONY CAPUTO, M.A. and BIANCA JOHNSON, M.S.
Meg Reilly ’12 talks about global yacht racing, emphasizing passion, risk-taking and advocates for gender equity in sailing. 36
Case Study
Proactive strategies to recruit, retain and develop future healthcare professionals.
By KURT SCOTT
Point | Counterpoint
In Supercommunicators: How to Unlock the Secret Language of Connection, author Charles Duhigg discusses bridging generational divides and enhancing connection in a polarized world.
Paula Becker Alexander, Ph.D., J.D.
is an associate professor and chair of the Department of Management at the Stillman School of Business at Seton Hall University. She developed the curriculum for Corporate Social Responsibility, a core course in the school’s M.B.A. program. Routledge published her business ethics textbook, Corporate Social Irresponsibility, in 2015. Her research focuses on firm financial performance, executive comp and socially responsible management.
Bianca Johnson, M.S.
is an accomplished CPA and employed as a forensic data analyst at Ernst & Young. She is a graduate of CUNY College-Staten Island, and received her master’s in business analytics at Seton Hall University in 2023. Her ability to make people feel valued and heard is what differentiates her with her customers. Beyond her professional interests, she enjoys watching horror movies, solving jigsaw puzzles and seeking thrills on roller coasters.
Karen Boroff, Ph.D.
is professor emeritus and dean emeritus at the Stillman School of Business at Seton Hall University. As interim provost, she led the creation of the University-wide Leadership Development Program. She earned her Ph.D. in Business from Columbia University where she concentrated in Industrial Relations and Human Resources Management. She was awarded a Fulbright Scholarship at the Universidad Politécnica de Madrid.
Reid Litman, B.S.
is a global director with Ogilvy Consulting, where he focuses on growth strategy, community-building and innovation projects for top brands and creators looking to connect with youth culture. He also contributes to both of Ogilvy’s Center for Behavioral Science and Gen Z Pulse offering — a platform to connect brands with the pulse of youth culture and the creator economy through “instant panels” and youth councils.
Anthony W. Caputo, M.A.
is an organizational psychologist and COO/CPO at Remesh. He has driven growth of $16 million in revenue and more than 200 employees, transitioned to a four-day work week, launched new products, and enhanced market position. He frequently contributes to SIOP and HR Tech conferences. Caputo has held roles at Stanford, Columbia Business School, the UN, global consultancies and the EEOC. Anthony holds degrees from Columbia and Seton Hall.
Meg Reilly, M.B.A. Candidate is a circumnavigator, entrepreneur, coach and consultant. She works with international organizations, leveraging strategy and storytelling to build communities, teams and future leaders. While at Seton Hall she started her own consulting business, Complementary Connections. Currently, Reilly serves as a fractional executive and leadership coach with a specialization in global sport diplomacy. She is a global M.B.A. candidate at Tufts University.
Sharat Chander, P.G.D.M.
is currently director, public affairs at Samsung. Over a 21-year career as a civil servant in India’s government — the Prime Minister’s Office and the Election Commission — Chander has worked on various aspects of policy development, communication and decision-making. He has led Public Policy for Uber and Coursera across India and South Asia. His key policy interests are in the areas of technology, urban mobility, clean energy, manufacturing and education.
Mike Rosenberg, M.Ed. has spent over 25 years developing talent to enable business results across a variety of industries. He has plied his craft in human resources for 18 years, with leadership roles at BNY Mellon, Barclays, CIT and KPMG, and he currently is the chief learning officer for the Public Company Accounting Oversight Board (PCAOB). Rosenberg also takes great joy in mentoring students in the Buccino Leadership Institute, which he serves as an advisory council member.
Cambron Henderson, B.F.A.
is an operations executive with over 20 years of experience scaling early stage, high-growth companies. At companies such as Assisi Animal Health, ProPhase, Zoom Marketing and CBX, her expertise in leading cross-functional initiatives, managing M&A as well as driving operational efficiencies and positioning for growth has been invaluable. Currently, Henderson provides fractional operational support and consulting services to early-stage companies.
Kurt Scott, B.B.A.
is a 35-year veteran in the physician and physician leadership recruitment industry, building and leading several successful recruitment and retention programs throughout his career. He is the founder and CEO of the Physician Leadership Career Network, a platform dedicated exclusively to physician leaders to connect, learn and grow together, and meet with healthcare organizations searching for leaders with their expertise.
Yolanda Jackson, M.P.A.
is a leader in higher education with more than 15 years of experience operationalizing excellence within academic programs, student success, strategic planning and fundraising. Jackson is pursuing a Doctor of Education at Seton Hall University. She holds a Master of Public Administration and a Bachelor of Arts in Public and Non-Profit Administration from Rutgers University. She has a commitment to personal and professional development.
Stephen Wood, M.S. consults and writes on policy topics after 43 years on Wall Street and in governmental finance. He specializes in infrastructure and project finance, public-private partnerships, federal and state grant and finance programs. He is also an expert in financial modeling for large, complex capital programs. A speaker at numerous industry conferences, he teaches about corporate social responsibility at Seton Hall.
Bridging the Gaps
HOW DO WE integrate Gen Z into the multigenerational workforce?
Gen Z represents approximately 16 percent of the workforce, according to estimates. Millennials represent 42 percent, Gen X 24 percent and baby boomers 17 percent.
There is little common ground among these groups other than the work itself. Gen Z is seen as mission-oriented, seeking meaningful work and workplace wellness. Millennials seek structure and growth. Gen X values independence. Baby boomers are loyal corporate citizens.
Complex forces at play in society don’t help. Jamais Cascio, distinguished fellow at the Institute for the Future, characterizes these forces as BANI: brittle, anxious, nonlinear and incomprehensible — representative of a world and organizations that are like a house of cards. Operating in this environment, leaders find themselves at the helm of organizations where the quest for shareholder returns fuels work, which has dented or decimated the best of the best. A general anxiety has taken over the workforce.
Social media adds to the anxiety. There is enough evidence to call out social media as a societal ill worse than the opioid crisis. Without regulation, it continues to build an alternate reality that we all struggle to cope with. And this bleeds into the workplace.
Considering these challenges, how do we manage our organizations and care for our multigenerational workforce? How do the older generations prepare and pass the baton to the next generation? Most importantly, how do we prepare Gen Z to enter the workplace and take the baton for the future?
Our contributors in this issue share perspectives on Gen Z and address the critical questions of managing and integrating them into a multigenerational workforce. Several themes emerge: Open communication and trust are crucial. Listening, breaking through stereotypes and adapting are also important.
Reid Litman uses the term frientorship, which may be a new talent development model organizations can benefit from. However, leaders must create a safe space to provide feedback and hold people accountable.
Adapting workplace practices to keep up with the times is essential. Ultimately, the older generations must be great role models. Our contributors see millennials as the bridge between the generations.
Gen Z must do its part, but I am not concerned. Through my
interactions as a college professor and a father, I find them to be curious, ambitious, hard-working and good-natured — having a desire to make a positive impact. I am confident they will be the trailblazers, changemakers, caretakers and preservers we need — just like we and generations before us have been.
We must stop, listen, trust — and help Gen Z unleash their potential!
– Ruchin Kansal
Ruchin Kansal, M.B.A.
is a professor of practice at Seton Hall University and the founding editor of In the Lead. Prior, he led the Business Leadership Center at the Stillman School of Business, and held senior leadership roles at Capgemini, Deloitte, Boehringer Ingelheim & Siemens Healthineers with a distinguished record in strategy and innovation, digital health, strategic partnerships and business launches. He received his M.B.A. from NYU-Stern.
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Taking Stock of the Leadership Toolbox
Instrumentally sound principles for guiding Gen Z in a hyper-reactive world.
THE FAMOUS American gymnast Simone Biles is quoted as saying, “The best kind of people are the ones who inspire others to be better.”
In a world that is changing at an everfaster rate, permanence is elusive, and we strive to find axioms — truths that do not change.
Indeed, inspiring “others” — friends,
BY SHARAT CHANDER, P.G.D.M.
family, team — to perform better toward collective goals is one of the axioms of leadership.
Gen Z, the first digitally native generation, is now set to assume positions of responsibility. This is the first time in about a century that we have young adults who are free from the stereotypes of mass media. The mass media stereotype was one where millions
of people consumed identical content, streamed by a select few television networks, or published in a few popular newspapers or magazines. The digital native, though, is not constrained for choice, and is exposed to a far more diverse range of content and influence.
This makes the need for axioms relevant. And the reason I bring this up shall become evident in a moment.
Over the years, as I navigated complex working environments in government organizations and corporations, I learned that success can often be fickle and occasionally boils down to just luck — being in the right place at the right time.
But as I reflected on that statement, a question that kept coming back to me was: How can I be in the right place, at the right time, more often?
It is a question that can perhaps be viewed axiomatically. Despite the diversity of choices, content and influence that inspires Gen Z, the answer to that question will not change much.
And that answer, at least in theory, is simple enough: Create the right conditions around you. Build a team where each one strives to be better, collectively. Once you are a part of such a team, you have figured out the right place. And all that remains is to seek opportunities to perform optimally.
And therefore, when we empathize with a teammate, we are not accepting poor performance or failure. On the contrary, by seeking to understand the unique path that an individual is following, we are giving that individual the space, the reassurance and the confidence that we have the person’s back.
Often, empathy creates strong bonds, inspires loyalty, and of course, results in improved outcomes over time.
Gen Z, with lower attention spans fed by short video on mobile devices, often has a strong opinion on issues. Opinionated individuals need to be especially careful about empathy and ensure that they do not prejudge a situation based on the opinion they carry.
DELEGATE: This is important, especially for organizations or teams that are growing, and where individual roles are still evolving. Very often, we find leaders who find it difficult to let go of
Create the right conditions around you. Build a team where each one strives to be better, collectively. Once you are a part of such a team, you have figured out the right place.
Since that sounds simple enough, it is time to ask the obvious: How do you build such a team? And I could rephrase that question to: What are the hallmarks of an inspirational leader?
So, distilled from my career, here are seven leadership lessons that might resonate.
EMPATHIZE: There is a common phrase that many of us associate with failure: “We are all human.” However, it is worth noting that human nature does not have the predisposition to fail. Humankind would not have survived and thrived on Earth unless human nature had inherently been geared for success.
work they did when the organization was smaller. This leads to two problems. On one hand, it stretches the leader, taking their mind off higher order issues that should be the leader’s concern. On the other hand, it prevents the team from growing into their roles and fulfilling their potential.
So as teams grow, leaders must learn to delegate and ensure that this principle is followed down the line as well.
COACH: This principle goes hand in hand with the previous one. It also answers a key question leaders often have when we discuss delegation — they are often worried about over-delegation
resulting in suboptimal performance. This is a valid concern. Which is why, as team members grow into new roles and responsibilities, it is important to coach them on how to carry out their new tasks.
Delegation and coaching go hand in hand. And as leaders delegate, they will find, almost magically, that they have enough time to coach.
ENCOURAGE: This is perhaps the simplest of these seven principles. Encourage your team members. Reassure them that they can achieve their goals. Appreciate good performance. When we encourage a teammate, we communicate trust. Not only does this boost confidence, but also builds loyalty to the team.
Encouragement is inspirational. It is also underrated. We could all do with more of it — both given and received.
BELONG: Does a leader belong to their team? What does “belongingness” convey? It conveys the sense to the team that the leader is one among us.
Unfortunately, politics often throws up poor examples of belongingness. We see politicians getting elected on appeals to race or religion. In my view, that is a narrow view of belongingness. When I, as a leader, “belong” to my team, all of my team members must identify with me. And for a leader to achieve this can often be hard.
Early in my career, I got an opportunity to lead a large team (with over 50 members), predominantly in their mid-20s. They were starting their careers. Their perception was that they were working long hours, not being compensated and that my position came with privilege and comfort.
It was hard work for me as well. And I would often be working late, much like my team members.
With one difference, though: I was always working late, while only some
Encourage your team members. Reassure them that they can achieve their goals. Appreciate good performance. When we encourage a teammate, we communicate trust.
of my team members worked late each day. And at the end of the day, as I was chauffeured out of the complex, I would notice them trudge to the nearest train station for their ride back home.
One day, I decided to use the train and met a few of my team members at the platform. The ride was a short one for me, and I made it a habit.
So nearly every day, after being the “boss” at work, I would ride home on the metro, rubbing shoulders with a colleague who reported to me at work.
This might sound routine in an ordinary work environment. But in the circumstances that existed at that time, this one action ensured that I “belong.” And it inspired an unshakeable loyalty
from the team.
The stint was one of my best ever and was instrumental in my subsequent success. It all began with something as simple as a metro ride back home.
PLAN: This principle reminds one of the maxim “do not let what is urgent mask what is important.” Often, in the hurly-burly of work, we tend to gloss over planning for the team. We might make business plans, but those plans shall not resonate with the team, unless buried within them is a reasonable growth path for the members.
So, plan for your team’s growth. Listen to each team member’s vision of where they see themselves a few years down the
line. Seek alignment. This might or might not ensure longevity of a team member within the organization, but it will still be a good bet for mutually favorable outcomes.
UNSHACKLE: A corollary to plan is to unshackle. In the 21st century, permanence is a myth. Gen Z likes to follow impulses, undertake adventures and take risks. Therefore, as a leader, it is important to encourage the development of multiple skills, to build redundancy, and to prepare for transitions. With such arrangements in place, unshackle your team. Do not threaten them with conditions being attached to their departure. Let them know they need to deliver, but only as long as they enjoy their work and feel it is worth it.
Those were some pointers that I picked up over two decades, working with and leading diverse teams. I hope you find them useful as you prepare to embrace the future. L
EMBRACING THE Future of Innovation and Technology
Professional Development
More than three-quarters of organizations report that leadership is lacking, with thousands of baby boomers retiring every single day. At the same time, the next generation of leaders, Gen Z, are eager to learn and grow in their careers with the demand for professional development opportunities in the workplace.
With the growing need for future leaders, professional development courses in leadership and technology are in demand for upcoming and current practitioners who are looking to stand out in the rapid environment of innovation and disruption.
Seton Hall University offers professional development courses in the following areas:
TECHNOLOGY
From digital transformation to cybersecurity workshops, our technology courses are designed to equip you with the latest skills and knowledge demanded by the digital age. Explore cutting-edge topics such as artificial intelligence, data science, web development and more, led by industry experts dedicated to your success.
LEADERSHIP DEVELOPMENT
Great leaders are made, not born. Elevate your leadership abilities through our comprehensive leadership development programs. Learn effective communication strategies, decision-making techniques, team-building skills and visionary leadership principles that will empower you to inspire and motivate others in any professional setting.
HEALTHCARE TRAINING
In the ever-evolving field of healthcare, staying ahead is crucial. Our health care courses provide specialized training in areas such as medical coding and billing, patient care coordination, healthcare administration and compliance. Whether you’re a seasoned professional or transitioning into health care, our courses will help you navigate this complex industry with confidence.
Tech Meets Tradition
Balancing digital preferences and classic approaches for effective learning.
BY MICHAEL ROSENBERG
I RECENTLY came across a workplace study that surveyed 1,200 people and found that “most want work to be only a component of their balanced portfolio of meaningful life experiences that includes family, friends, fitness and fun.” This sentiment is very common with the many studies conducted about Generation Z, the group born between 1997-2012. What’s interesting is this study was conducted in 2005, and is about Generation X.
It’s important to appreciate that the generations maybe aren’t as different as we’re conditioned to believe. This is especially true when it comes to values and how work fits into workers’ lives when they are starting their careers, as studies across generations suggest. What seems to be more distinct among the generations is how they prefer to learn, with different learning styles, preferences in engaging with technology, and some social tendencies.
For instance, many in Gen Z might be inclined to see my thumbs-up emoji in a chat as making me look old, or worse — passive-aggressive. Gen Z is also online almost constantly when not in school or work, so it certainly leans into technology for its social life. (I have a Gen Z teenage daughter and can personally attest to this!)
Learning and development practitioners like me are focused on building skills and capabilities for all, regardless of generation. As such, we must take into consideration some of the generational preferences when it comes to developing talent, including planning for how Gen Z learns. After all, according to the National Bureau of Labor Statistics,
at some point this year the youngest working generation is expected to overtake the number of baby boomers in the workforce.
METHODS FOR ENGAGING
GEN Z IN LEARNING AND DEVELOPMENT
When considering the learning and development methods that will most appeal to Gen Z, it is imperative to consider how that group tends to learn. In Kolb’s learning style inventory, which describes the way people learn and deal with ideas and day-to-day situations, Gen Z is most often associated with the assimilating style. This style combines abstract conceptualization (logic, ideas and concepts over feelings) and reflective observation (understanding the meaning of ideas and situations by observing and describing them). This style is less
focused on socio-emotional interactions and more on ideas and concepts. We also know that Gen Z prefers to engage with technology and likes to get its content in little packages, which in the training world, we call microlearning.
Given what we know about Gen Z, the following learning methods are known to yield good results by leveraging their innate preferences.
Method: AI Simulators
One of the significant advancements offered by generative artificial intelligence — AI — is the power of the chatbot. Chatbots have progressed significantly in the last year and now allow users to simulate high stakes or uncomfortable conversations in a safe-to-fail environment. While it may seem weird to a boomer or Gen X to be coached by something resembling HAL
9000 in 2001: A Space Odyssey, Gen Zers are true digital natives and less likely to consider this strange. AI simulators can also provide feedback on which skills learners might need to improve before having a real-life conversation on the same topic.
For instance, a simulated chat can help an early-in-career first-time manager practice and get feedback for a challenging conversation with an underperforming team member when they are cautious about going into that meeting or practicing in a role play with someone who may cast judgment.
Method: Personalized, Blended Learning
What’s the risk in giving everyone in your organization the same training in the same way? Asking Gen Z men. Recent research indicates 70 percent of them likely played a video game in the last week, and that to take the multiday instructor-led course that others may prefer may elicit a shrug, or worse, a groan. Many in Gen Z may prefer an online version, preferably one that is highly interactive and even incorporates some elements of gaming. Not meeting learners where they are increases the risk of them checking out or growing impatient, disinterested or bored.
While it may be a strategic consideration for organizations to ask everyone to attend training on critical topics together in-person, this is happening less frequently in corporate training, where a variety of learning experiences on specific topics and skills are being offered in different formats and delivery methods, making it easier for individuals to choose the options that most appeal to them. (Don’t worry, it’s still a good move to offer instructorled training in person when it makes sense to do so.) While this means greater investment to offer greater variety,
employees will appreciate the options and be more likely to take advantage of what’s offered.
Method: Microlearning
More than 50 percent of TikTok’s users are Gen Z, with studies showing close to 65 percent of Gen Zers use the videoheavy platform weekly. Gen Z likes its content in videos that are less than three minutes long. Organizations are taking notice and making brief videos core elements of their learning portfolios, with each snippet containing a core message, focused on a singular learning objective, or addressing a how-to (e.g., creating a VLOOKUP formula in Excel). There is even an entire industry of providers that specializes in creating these byte-sized nuggets, and much of the content they produce is of excellent quality.
INSIGHTS AND CONSIDERATIONS
In today’s individualized, personalized consumer culture, it is important to meet customers and learners where they are. Ignoring learners’ preferences risks
be just what the doctor ordered!
To further this example, a Gen Z employee promoted into a managerial role may have achieved their new position because of their technical skills and high performance. However, the most critical skills in a new manager’s toolbox are tied to emotional intelligence, getting work done through others and developing others. These skills require real-life interactions and experiences, and reflection and coaching related to those experiences. The best way to learn this is often through inperson instructor-led workshops and supplementing them with one-on-one performance development feedback.
Organizations that limit their inperson training workshops to overly cater to Gen Z’s penchant for all things digital are likely limiting the potential for new personal connections to be formed, and the resultant networks. This kind of organizational value is more difficult to generate through on-demand or technology-driven learning experiences.
In summary, leverage the technology and related tools that are part of the daily
Organizations that limit their in-person training workshops to overly cater to Gen Z’s penchant for all things digital are likely limiting the potential for new personal connections to be formed.
losing their interest and resulting in a less skilled, underperforming workforce. While creating personalized learning opportunities is essential, it is still necessary to encourage learners to participate in training that falls outside of their preferences. Some of the most impactful learning occurs when learners are a little uncomfortable, whether with their surroundings, challenging subject matter or practicing the unfamiliar. Asking some in Gen Z to attend an inperson workshop for new managers may
fabric of Gen Z’s lives when it comes to providing learning and development experiences. Just don’t forget that many of the tried-and-true learning experiences that have survived the generations are also needed to round out the options and provide a more complete set of learning offerings that will help Gen Z, and any other generation, go where they want to grow.
Note: The views expressed in this article are the author’s own and do not represent those of the PCAOB. L
Strategies for Integrating and Empowering Gen Z in the Multi-Generational Workforce.
By Cambron Henderson
When the millennial generation began entering the workplace in the early 2000s, a surprising backlash emerged. Headlines labeled them as “lazy” and “job hoppers,” simply because they dared to question the status quo. An executive I worked with was so appalled by what he perceived as entitled and clueless behavior from millennials that he suggested we should not hire any. However, the moment he made that statement, he realized how absurd and limiting such an edict would be for a growing organization.
Every company relies on talent to achieve its objectives. To close oneself off from the fresh thinking and novel ideas that accompany a new generation is to miss out on opportunities for innovation. My experience in corporate leadership has made me deeply appreciative of the contributions millennials have made — and continue to make — to the workplace. I am also genuinely excited about what Generation Z may bring to the conversation about the nature and future of work.
Generational identities serve as a shorthand for understanding the perspectives of groups of people shaped by the events and milestones that define their experiences. While these identities are generalizations and should be treated as such, they can provide valuable insights for leaders. By better understanding Gen Z, leaders can gain rich insights into how they are likely to interact with other generational groupings at work, and how to effectively support them and leverage their potential for innovation.
Today’s workplace, a mosaic of generational diversity, features traditionalists, baby boomers, Gen X, millennials, and now Gen Z working side by side — an unprecedented phenomenon of five generations working together. Research shows that diverse multigenerational teams outperform homogeneous ones.
Each generation brings unique strengths and perspectives
to the workplace, but these differences can also lead to misunderstandings and conflicts. For instance, Gen Z employees might be appalled when their baby boomer boss prints a multi-page document; and a Gen X manager may struggle to understand why their newly hired Gen Z assistant expects a promotion. Natural friction points may arise when Gen Z attitudes and expectations clash with the existing culture. Nevertheless, by fostering an inclusive environment that harnesses the strengths of all generations, companies can drive superior performance and innovation.
Understanding Gen Z
Gen Z, born between 1997 and 2012, is the first generation to grow up with the internet and smartphones. This digital immersion has shaped their communication styles and work habits. Helping them adapt to current work culture norms will integrate them more quickly and strategically. At the same time, there is plenty to learn from their fresh thinking, which is uncolored by older attitudes of how it has always been done.
Gen Z’s digital proficiency sets them apart from previous generations as true digital natives. Their communication preferences often favor text and instant messaging over faceto-face interactions. Gen Z values social and environmental responsibility, preferring organizations that align with their values and tend to seek jobs that offer a sense of purpose and/ or the ability to make a difference. They prioritize worklife balance, flexibility and mental health more than their predecessors. Understanding these differences is key to integrating Gen Z effectively into the workforce.
Challenges and Strategies for Integrating Gen Z
Respect is the most essential ingredient when interacting with any employee, regardless of their generation. Understanding the perspectives of those employees is necessary to engage
respectfully. For instance, a manager from an earlier generation needs to understand and respect that a Gen Z employee may feel strongly about openly discussing their neurodivergence or being addressed by their preferred pronouns.
The following are key domains that leaders should be aware of to better understand the perspectives of Gen Z and strategies to support them:
Technological Expectations: Gen Z’s familiarity with technology can sometimes clash with traditional methods used by older generations. They may be frustrated by outdated systems and slow adoption of new technologies or be impatient with their coworkers’ perceived lack of technology skills. Organizations must stay abreast of technological advancements to meet Gen Z’s expectations and leverage their digital skills.
Communication Styles: An executive I worked with once remarked that she never thought she would use emojis in professional correspondence. However, she now does so to seem more approachable to her younger colleagues.
Gen Z’s preference for digital communication may create some tensions with their more traditional colleagues. Training on effective communication across different media can help bridge these gaps. Additionally, providing information and context where appropriate will help engage both Gen Z and millennials.
Workplace Expectations: Gen Z employees often expect rapid career progression, continuous feedback and flexible work arrangements. Organizations that fail to meet these expectations may struggle with retention and engagement.
Providing clear career pathways and regular feedback, and helping managers understand why it’s important to do so, can address these concerns.
Mental Health Awareness: Gen Z is notably open about mental health and expects employers to support their well-being. Developing robust mental health and wellness programs is essential for creating a supportive workplace environment.
Onboarding Programs: Design comprehensive onboarding programs that familiarize Gen Z employees with company culture, values and expectations. Incorporate technology and interactive elements to engage them effectively.
Mentorship and Coaching: Establish mentorship and “buddy” programs, pairing Gen Z employees with experienced colleagues. This can bridge the generational gap and provide valuable guidance and support.
Feedback Mechanisms: Implement regular feedback loops to meet Gen Z’s need for continuous feedback. Sensitize managers to the importance of providing constructive and timely feedback.
Flexible Work Arrangements: Offer flexibility in work schedules and environments. Remote work options and flexible hours can improve work-life balance and productivity.
Career Development Opportunities: Provide clear pathways for career advancement and skill development. Encourage continuous learning and professional growth through training programs and development initiatives. Wellness Programs: Create robust mental health and wellness programs supporting Gen Z’s well-being.
Resources such as counseling services and stress management workshops can help retain and attract top talent.
Creating a Collaborative Multigenerational Workforce
As a member of Gen X, I started my own career in a conventional top-down training and management environment. Over the years, we have witnessed a profound paradigm shift where those we hire may know more than we do. Throughout my career, I have gladly learned from younger colleagues. However, I admit that it could feel uncomfortable working with someone more junior but savvy with the tools and technology that are essential to my company’s success.
While it is crucial to acknowledge and openly value the contributions that Gen Z brings to our collective digital knowledge, we must also be careful not to overvalue it. Technology without purpose or the wisdom to use it effectively is like an exercise bike used only for drying laundry.
Gen Z is not the only cohort that will need to be supported as these transitions play out. Understanding the tensions that managers may experience as they find their way will help leaders support their entire workforce. Here are a few approaches to facilitate that:
Cross-Generational Teams: Encourage collaboration by creating diverse team compositions to leverage the strengths of each generation.
Workshops and Training: Provide training on intergenerational communication and collaboration to help employees understand and appreciate generational differences.
Inclusive Leadership: Promote leadership that values and integrates diverse perspectives. Inclusive leaders can create an environment where all employees feel valued and empowered.
Conclusion
“Adapt or die” is a common refrain in business as changes to the landscape evolve more rapidly. To paraphrase Max Planck, “Science progresses one funeral at a time.” Organizations
While it is crucial to acknowledge and openly value the contributions that Gen Z brings to our collective digital knowledge, we must also be careful not to overvalue it.
integrating Gen Z into their workforce need a mindset shift to see past challenges and instead embrace the opportunities that Gen Z brings.
Gen Z’s fresh perspectives have the potential to drive organizational change and creativity. By questioning and pushing boundaries about what work should look like, they may help employers and coworkers foster a culture of continuous improvement. For example, Gen Z’s comfort with technology can accelerate digital transformation initiatives. Rather than resisting their approach to using technology, seeing them as a source of learning makes them valuable assets in adopting new tools and improving digital workflows. Organizations with a focus on corporate social responsibility (CSR) initiatives may benefit from Gen Z’s commitment to social and environmental issues. Their passion can enhance an organization’s CSR efforts, which can be a critical differentiator, especially for brands that serve the Gen Z market.
As Gen Z and subsequent generations continue to enter the workforce, the workplace will evolve. Adaptable and inclusive organizations will be well-positioned to thrive in this everchanging landscape. By understanding and supporting Gen Z employees, leaders can address potential challenges and unlock significant opportunities for innovation, growth and collaboration. Embracing a multigenerational workforce and fostering an inclusive culture can drive organizational success in today’s dynamic business landscape. Gen Z has much to offer, and embracing the changes they bring as they enter the workforce may even be a competitive advantage for those organizations that choose to do so. L
IN THE LEAD WITH is a conversation with industry leaders on key trends and leadership challenges. In this issue, we spoke with Reid Litman, global consulting director at Ogilvy Consulting. Reid is Gen Z, and here we discuss his perspectives on how to lead and develop Gen Z.
Ruchin Kansal Tell us about you, your work and your passions, Reid.
Reid Lietman I am a global director at Ogilvy Consulting, which is the strategy and innovation unit of Ogilvy, a marketing and public relations agency. Based in New York City, I work with clients like Coca-Cola, Nike and Google, focusing on brand strategy, product innovation and community building projects through the lens of youth culture — namely Gen Z.
R.K. What do you believe are the key characteristics and values of Generation Z that differentiate it from previous generations in the workplace?
R.L. There is a tricky combination of generational differences (characteristics unique to Gen Z compared with previous generations of young people at the same age) and time differences (the realities and context of the moment in time that we live in), causing Gen Z to stick out like a sore thumb in the workplace. But these differentiators (and for managers, perceived barriers) are also the levers of opportunity.
In terms of generational differences, over half of Gen Zers believe they’re more creative than previous generations, and they uniquely describe creative pursuits as essential, meaning they don’t see creativity as a side outlet, but rather as core to who they are. Creative expression is seen as vital to successful relationship building, self-realization, and the ability to make a living.
We were born into a world where personal brands feel as important as corporate brands. This desire to create and shape the brands we interact with from day one is perhaps the closest thing this massive and diverse group has to a unifying characteristic.
This, combined with the time differences we’re experiencing around evolving career norms, is leading to a new flavor of Gen Z workplace values. Today, a cocktail of freelance/gigwork trends and economic uncertainty/inflation have put the
traditional employee expectations of job security, health benefits and paid vacation time at risk. In a world where many predict 50 percent of the U.S. workforce will be gig by 2027, Gen Z has a more spirited and impatient relationship with their employers than the previous generations.
We also have to remember most younger workers graduated into a completely remote world and are struggling more so than past generations with skills such as client relations and internal socialization. So, while it’s not surprising that younger employees tend to place more value on mentorship than older generations (an age difference), the desire for close friendship is an emerging generational difference employers must understand and invest in (a generational difference).
R.K. How does Gen Z perceive the lack of long-term job security and its potential impact on financial well-being? Similarly, are companies worried that high employee turnover among Gen Z might lead to a competitive disadvantage? How can these concerns be reconciled?
R.L. I think today’s employers definitely stress Gen Z’s higher turnover, which leads companies to deprioritize upskilling and training. They feel it’s a waste if these young people are going to leave in under two years anyway.
But this is a race to the bottom. While there is truth to higher turnover among Gen Z, these realities are rooted in more macro shifts — the idea that Gen Z will have many more jobs and careers than past generations is not a Gen Z decision. It’s a socio-economic and technological outcome. This is something all organizations will have to face — it’s really not a disadvantage to any one company.
Therefore, the companies that win with this group will be the ones to meet Gen Z where they are in their career journeys and address their desire for training, even if it’s at a faster, shorter or less-formal clip than yesterday’s training programs.
AT&T offers an interesting example of this. They’ve built AT&T University to offer flexible career paths, virtual internships, tuition assistance and more, based on individual employee preferences.
R.K. Is multigenerational conflict a truth in the workplace? If yes, how does one tackle it?
R.L. I often say that no two groups in culture today are seen as more dichotomous than Gen Z and baby boomers. And this narrative is largely driven by perceptions of work ethic, grit and compensation — so it definitely bleeds into, if not, actually stems from workplace experiences.
A recent Gallup Poll showed a stark contrast between how other generations view Gen Z and how they see themselves. For example, while older groups commonly refer to Gen Z as lazy, 56 percent of Gen Z simply said they just “do not feel prepared for the future.” The education they’ve received is outdated in real time by a rapidly changing job and technology landscape. I’ve heard from many young employees that they feel like they’re just floating, and that there are often times when they were forgotten to be invited to meetings. That employers expect them to know things and do things without codified training.
In this light, 2024 is a perfect time to focus on generational synergies rather than divides, and to use our workplace needs as an opportunity to make all lives easier. Gen Z is hungry for mentorship, recognition and upskilling, while boomers are searching for a younger workforce to support and eventually replace them. So, let’s start there.
My solution is for managers to use at least one day per week in office as live training and mentorship to junior talent.
We’ve started to do some of this at Ogilvy Consulting — we have created community pods within our group, led by partners and principals to help facilitate more of the conversations young people are looking for. And to better codify mentorship and skill building between junior and senior talent. It’s about bringing people together in ways that are most meaningful to them in this hybrid world.
R.K. How do you approach creating a company culture that resonates with Gen Z employees while still aligning with the overall goals and values of the organization?
R.L. So much of the struggle with Gen Z stems from how we pose, define and frame the challenges of succeeding with them. We need to shift the narrative from, “How can we possibly rectify Gen Z’s values with our business goals” to “What is the red thread between our young team members’ ambitions and the impact we hope to create in the world as a for-profit business.”
For example, I don’t think a culture that resonates with Gen Z is inherently at odds with the goals or values of most organizations, it actually attracts us. We’re ambitious and curious
and completely unmarried to the way things have always been done. We want to explore how capitalism and growing businesses can be a force for good rather than a divisive one. Oftentimes, alignment between our goals and the goals of the company already exists; the dots just aren’t being connected. The impetus for employers is to cast your culture in a way that creates intersections between business growth and positive impact, between employee promotions and personal brands and upskilling. A culture that resonates with young people and flourishing business goals must be cast as part of the same song.
R.K. Gen Z is often described as socially conscious and concerned about global issues. How do you incorporate opportunities for social impact or corporate social responsibility into your leadership strategy to engage and motivate Gen Z employees?
R.L. Yes! We are concerned about global issues. We have to be.
As governments and other large institutions are increasingly slow to react, Gen Zers expect employers to join their fight, co-create solutions and work together to drive change by placing purpose and impact at the heart of their strategies. These topics, these issues, aren’t just nice-to-have things on the side, or a month in the calendar for employers to spotlight, they are dominant attributes of the culture. Of our culture. And so, the natural imperative is we want to work at organizations that understand this and are energized by it.
This doesn’t mean employers are responsible for solving all of the world’s social problems, but it does mean that employers must be in tune with the issues and opportunities adjacent to their industry or workforce, and then co-create solutions with passionate young employees to make positive change.
One example:
Nike has created an ecosystem of small-format, digitally enabled stores (called Nike Live) that puts employees in the driver’s seat to influence decisions around key corporate goals — namely how to get more females involved in sports and help sustainability initiatives on its road to zero emissions.
These locations, which are lab-like spaces, are designed to evolve customer offerings, emphasize localization, improve sustainability, and increase focus on women by tailoring the in-store stock, design and engagement elements to the neighborhood they live in. Store employees, which Nike calls “athletes,” are also empowered to operate a new texting service, where each location has a phone number shoppers can use to text athletes and ask them pretty much anything. Athletes can then share their learnings back to corporate as Nike looks to continuously improve the experience.
R.K. What strategies do you employ to provide meaningful feedback and foster professional growth and development for Gen Z employees?
Beyond being smart and savvy, this group is ultra-comfortable with change and excited to embrace merit and speed at the expense of traditional comfort zones.
R.L. Gen Z is entering the workforce and beginning to level up in a very different world from past generations. Many graduated during the pandemic lockdowns and then began working in a remote or hybrid capacity — meaning their onboarding and socialization has been rough at best. So, they have none of the context, but all of the pressure and 10 times the technology many did when joining the workforce.
While no one size has ever fit all, there are a few principles I try to follow for providing feedback and fostering growth with Gen Z employees:
Start with “fren-torship:” As the borders between “work” and “life” deteriorate and Gen Z traverses the loneliness epidemic, cold and formal managerial relationships rooted in legacy positions or prestige must give way to more human, friendly dynamics. It’s the cost of an “always on” working world, and it’s important to who we, Gen Z, are as people. I’m not advocating for everyone to be besties at work or for companies to sacrifice rigor for participation trophies, but friendship, socializing and empathy are pillars of successful Gen Z working cultures and will lay the foundation for productive feedback.
Champion consistency: The Gen Z world moves really fast — there is something new all the time, and we’re wired for change and quick analysis. But as older generations know, execution, patience and consistency are critical to success in business — but sometimes sparse in Gen Z. Show up and work hard — over and over and over again — sometimes feels fundamentally at odds with Gen Z’s more chaotic energy.
Gen Z comes equipped with ample spirit, ambition and horizontal knowledge, but it’s our job as managers to help them channel it in a consistent way. This can be accomplished through something as simple as weekly meetings or workstream reviews — where juniors present their current thinking and are checked against previous weak points. Managers that are able to help convert Gen Z’s enthusiasm and adaptability into routines and healthy habits early on will see outsized rewards.
Celebrate failures and reward comebacks: Feedback has always been a tricky subject in the corporate world, and so, too, it will be for the generation raised on Instagram likes and safe spaces. My advice is to lean into humor and help young employees embrace a mindset of celebrating failures. Why?
Gen Z is known to be fragile. For years we have talked about the importance of creating psychological safety at work, and this is it in its most extreme form.
Celebrating failure is a way to ensure we’re acknowledging all relevant mistakes in real time without punishing the individual or breaking their spirit of disruption in the early days. It’s not about making light of underperformance or missed objectives, it’s about spotlighting failures or mistakes in a way that allows the individual to improve and feel pride in their growth rather than shame. Frame failures as lessons — each miss is an opportunity to score a new goal. You don’t have to worry about fragility if feedback is designed and delivered to build rather than break.
R.K. In a decade or so, the world will transition to one led by Gen Z. What will it look like?
R.L. Great question. The short answer is I don’t know. The long answer is that I think Gen Z will usher in a more empathetic and diverse working culture — where many more types of leaders, working styles and processes will have their turn in the sun. This will allow people who have been previously outcast in the corporate world to bring in a new wave of skill and creativity alongside their ways of working.
I think our challenge as Gen Z leaders will be measuring long-term successes and being honest with ourselves about what worked, what didn’t, and why that is. The flip side to Gen Z’s bright and idealistic coin is having to face the music when bold and progressive ideas don’t yield the results — when we were sure they would. I think accountability and objective measurement are things we will struggle with. Consistency and efficiency may be our enemies as we blaze new trails.
But I’m optimistic. Beyond being smart and savvy, this group is ultra-comfortable with change and excited to embrace merit and speed at the expense of tradition, legacy or conservative comfort zones — these are handcuffs other generations have struggled to shake. Gen Z is bright and empathetic, creative and curious. Our leadership in business, and more broadly in culture, will reflect all of these traits. L
How a Millennial Trains a Gen Z Workforce for Leadership.
By Yolanda Jackson
Iremember when the stigma that came with being a millennial in the workforce emerged in my career. So many assumptions were made about my professional values, work ethic and future, based solely on when I was born. As I have taken on various leadership positions, I’ve had the pleasure to lead an array of professionals across generations, and I now see millennial leaders as the bridge. I understand the work ethic and values of the prior generations, placing emphasis on finances, formal education, home ownership and quality of life. I have also grown to admire the values of the Gen Z professionals — mental health, work-life balance, technology, training and upward mobility. Here are some tips for how I serve as bridge to the new Gen Z workforce:
Create a Culture of Innovation
While I believe myself to be an innovative thinker, I am also self-aware enough to know that if you ask me to create a flyer, you will get a page with a black border with words in the middle. Innovation needs creativity. So as a leader I hire staff that have skill sets, passions, life experiences, perspectives and approaches to work that differ from my own. This allows us as leaders to create cultures of innovation.
Training and developing Gen Z professionals requires a work environment where innovation and creativity are not just encouraged but actively cultivated. Unlike previous
generations, Gen Z thrives in spaces where their fresh, unique ideas are welcomed and given room to grow. This often means rethinking traditional approaches and being open to new ways of doing things. Leaders can foster this culture by:
Encouraging open brainstorming sessions and valuing contributions from all team members, regardless of their tenure.
Implementing programs that reward innovative thinking and risk-taking.
Providing resources and tools that support creative projects, such as collaborative software, design thinking workshops and innovation labs.
Creating this kind of environment not only boosts confidence among Gen Z employees, but also positions the company to stay competitive and forward-thinking.
Patience Yields Productivity
I know you are hearing this and thinking, “This concept cannot work practically during the course of an eight-hour workday.”
However, most leaders experience high rates of turnover with Gen Z professionals because they feel viewed as a burden, instead of an investment.
When onboarding and developing Gen Z professionals, patience is key. Leaders need to design orientation and training programs that make Gen Z feel valued and understood. These programs should:
Include comprehensive introductions to company culture, values and expectations.
Provide clear paths for growth and development within the organization. Allow new hires to express their professional identities, work styles and career aspirations.
Understanding that Gen Z professionals might take longer to adapt to new environments is crucial. Leaders should:
Offer frequent coaching and one-on-one check-ins to ensure ongoing support and guidance. Develop easily accessible playbooks or manuals that detail company policies, procedures and systems.
Adjust initial performance metrics to allow for a longer acclimation period, with more realistic goals set for the second assessment phase.
Real-time feedback is essential for Gen Z. Waiting until the end of a project to provide critique can be detrimental to their confidence and commitment. Instead, consistent, constructive feedback helps them grow and maintain their enthusiasm for the work.
Understanding the Generational Shift in Values
About eight years ago, I had the pleasure of serving with and leading a colleague, when I was 27 and she was 70. I often thought, “What could I possibly teach her? She has the institutional knowledge and experience that I hope to have one day.” To my surprise when she retired, she shared this with me: “I looked forward to coming to work every day, to see what new things you would teach me about our students, technology, policy and curriculum.” I learned then that there was much to learn from younger generations, I just had to be open.
Gen Z’s values differ significantly from those of previous generations. While financial gain and upward mobility are important, they are not the sole focus. Gen Z places a high priority on:
Mental health and well-being: They seek employers who recognize the importance of work-life balance and offer support for mental health.
Continuous learning and information access: Opportunities for professional development and access to the latest industry knowledge are crucial.
Creative freedom: They value roles that allow them to explore and express their creativity.
Leaders must embrace these values to effectively train and develop Gen Z professionals. This includes: Integrating mental health resources and support systems into the workplace.
Providing ongoing learning opportunities, such as workshops, courses and access to industry conferences. Embracing technology and tools like social media, artificial
intelligence and user experience design, which are areas Gen Z is particularly passionate about.
The Power of Recognition
Recognition plays a critical role in motivating and developing Gen Z professionals. This generation seeks acknowledgment for their hard work and contributions, which helps them feel valued and engaged. Effective recognition strategies include:
Public acknowledgment: Highlighting achievements in team meetings, company newsletters, or social media channels can boost morale and reinforce a sense of accomplishment.
Personalized praise: Tailoring recognition to individual preferences, whether through a simple thank-you note, a personalized gift or a shout-out from leadership, can make a significant impact.
Career advancement opportunities: Providing opportunities for growth and advancement as a form of recognition demonstrates that the company values their contributions and is invested in their future.
By implementing these recognition strategies, leaders can create a supportive environment where Gen Z professionals feel appreciated and motivated to excel. This not only enhances individual performance but also contributes to a positive and productive organizational culture.
Conclusion
In training and developing Gen Z professionals, executive leaders play a pivotal role by fostering innovation, exercising patience, understanding generational values and recognizing contributions. These strategies are essential for engaging and empowering the Gen Z workforce, helping them reach their full potential.
However, Gen Z professionals also have a crucial role in their own development. By coming to work with an open mind, they can bring solution-focused ideas to their leaders, enhancing creativity and problem-solving within the organization. Researching the company’s history and mission allows them to understand its foundation and contribute meaningfully to its future.
Moreover, Gen Z can be proactive by seeking mentorship from more experienced colleagues, enriching their professional growth, and building a collaborative work environment. Together, these efforts from both leaders and Gen Z professionals create a dynamic and successful organization ready to thrive in the future.
By aligning training and development programs with the values and strengths of Gen Z, leaders can cultivate a new generation of innovative, motivated and loyal leaders. This not only enhances individual career growth but also drives the organization toward a dynamic and successful future. L
THE FUTURE OF LEADERSHIP SURVEY: 2024
The Seton Hall University Stillman School’s Department of Management research team presents the results of the 2024 edition of its annual The Future of Leadership Survey . The results highlight a generation that is inclusive, yet uncertain, and seeking trust in their leaders.
B y RUCHIN KANSAL, M.B.A., KAREN BOROFF, P h .D., ANTHONY CAPUTO, M.A. and BIANCA JOHNSON, M.S.
BACKGROUND
Congruent with its mission to be a thought lead0er in the field of leadership, the Department of Management research team launched groundbreaking research in 2021 in the field of leadership. This longitudinal study, now in its fourth year, continues to obtain the insights and foresight of those entering their professional lives. When the team began this endeavor, it recognized that previous leadership research tended to center on C-suite executives, and then either on their own behaviors or as observed by those who report to them or by other stakeholders.
There was a significant gap in the literature on how the next generation viewed leadership and how best to develop the leaders of tomorrow. This, we believed, was a serious omission in research for two reasons. First, the absence of research did not help guide organizations on how they may want to respond to the leadership aspirations and expectations of tomorrow’s professionals. Second, there was a dearth of guidance on how to develop the leaders of tomorrow based on their own motivations.
Further, the nature of work — both its time and its physical place — has markedly changed since the survey began. It has become much more compelling to unearth trends in leaders and leadership development.
The groundbreaking results from the 2021 survey revealed several notable shifts in the future of leadership from broadly perceived norms. We saw a move to widen the aperture of “who can be a leader” and a shift toward accepting diversity in the ranks of future leaders. The survey also showed that how the most influential leaders are perceived in their formative years — when they are still at home or at school — does not appear to predict the persona of a midlevel leader in the workplace.
The survey results also showed an increased desire for engagement from employers — whether it is in dealing more effectively with crisis and failure, in preventing worker alienation, or in managing work-life balance.
The 2022 findings built upon the results of the first survey and added insights. We added a question to understand if Gen Z has experienced a lack of leadership development because of remote work. Unfortunately, the answer was yes, with 76 percent of the respondents saying so.
The research also indicated that if firms manage to keep remote work to less than 50 percent, there was a slight positive uptick in leadership growth. However, if employees experience more than 50 percent of their work remotely, a negative impact on leadership development was observed.
The results also affirmed that future leaders are looking for ethical and adaptive leaders who can inspire and lead organizations through change, as the business environment becomes even more volatile and uncertain. They are open to diverse leaders, but still expect them to be healthy, well-attired and with well-groomed hair, as indicated by their responses to the question about physical traits. Gender, race and ethnicity-related physical characteristics do not rank as high for this generation.
The findings from the survey allowed the team to contribute to the national discussion on the CROWN Act of 2022 (Creating a Respectful and Open World for Natural Hair Act of 2022) and the Future of Work.
Recognizing the connectedness of organizations around the world, in 2023 we took an important and critical step in expanding our research globally. In addition to Seton Hall University students and alumni, the survey was distributed across the United States, Canada, Mexico, Brazil, the European
Union, China, Japan and Singapore. We undertook the first step in understanding leadership from colleagues on the African continent by surveying a small subset of leaders in Nigeria.
We also broadened the age group of target respondents from 18- to 25-yearolds to those 18 to 30, to get insights not only from the generation getting ready to enter the workforce but also from those who have already gained some work experience.
We concluded that we are looking at a global workforce that is more similar than not. At a macro level, this workforce was open to new ideas, but short on extraversion and emotional stability, as gathered from the responses to the personality traits question. Respondents still wanted leaders to be well-attired, well-groomed and healthy. They wanted leaders who have a learning mindset and can deal with constant change with empathy. And they seemed to have adapted well to remote work, which was not excessive in the first place, based on the respondent set.
Employees also saw their employers as the source of leadership development, and wanted them to invest more in the same. Employees indicated that employers were doing many things right — providing meaningful work that is impactful and investing in development opportunities — but they wanted more.
However, the fact that 70 percent of respondents reported that they considered leaving their job the same amount or more in the last year is an area of concern because an unhealthy, disengaged workforce cannot be good for any organization. Salary, burnout and mental health concerns were the reasons given for considering new jobs. We advised employers to take these insights to heart and orient their human capital strategies accordingly, and issued a news release cautioning them on issuing broad mandates for return to office.
2024 RESEARCH DESIGN
In 2024, the global nature and overall objectives of the survey remained consistent:
• Better understand the expectations of college students and entry-level workers regarding the leaders they seek to work with or want to become; and
• Develop insight and foresight on values, competencies and preferred models of leadership development for the future.
The survey started with a reflection on leadership traits as noted in leadership literature. We again asked about the relevant physical traits, nested in the prior research. The next set of questions focused on the values, character and competencies of mid-level leaders, and the challenges they face.
These questions were posed to obtain a form of leadership trajectory for young leaders. In other words, we wanted to learn the competencies and values important in a leadership position they envisioned 10 years or so into their own future, as well as the competencies and values they would be seeking from their own bosses. There was also a series of questions posed on how best to develop the leaders of tomorrow.
The survey again probed the impact of remote work on leadership development.
The team surveyed the respondents on their job satisfaction to understand what leadership dimensions influenced this the most. Further, we surveyed the respondents to assess their sentiments on artificial intelligence.
In February 2024, target survey respondents across the globe were sent electronic copies of the survey instrument through collaboration with our partner, Atheneum. The survey was translated into local languages for global respondents. Several reminders were also sent. Over 4,000 completed surveys were returned, with a distribution of respondents highlighted in Figure 1. The results were tabulated in the aggregate at global and regional levels. (See figure 1)
INSIGHT #1
Attitudes toward physical traits converge globally.
Yet again, respondents overwhelmingly ranked controllable attributes of physical appearance — such as attire, health and hair — as key leadership qualities. Genetic traits like height and voice were deemed less important. This trend is consistent both globally and regionally, with South America placing slightly more emphasis on these attributes.
FIGURE 1 DISTRIBUTION OF 2024 SURVEY RESPONDENTS (BY REGION)
In contrast, respondents from Asia ranked attractiveness as the second most important trait, following attire. Additionally, females tend to prioritize controllable traits more, whereas males show a slight preference for genetic traits. With four years of survey data yielding consistent results, we can affirm that the emerging workforce’s expectations of a
leader’s appearance are not a passing trend but a significant aspect of their perception of leadership. Skeptics may argue that these are surface-level factors and do not address the deeper competencies that make a leader truly effective.
We did notice that the importance of physical traits as a mark of a leader diminish with respondents who have
more work experience. However, these findings affirm the old saying that first impressions matter, and adhering to these traits can place one on the path to leadership positions.
Our message to future leaders is loud and clear — dress appropriately for the role you are in. Keep yourself healthy — physically, mentally and emotionally
FIGURE
FIGURE 2B
— and keep your hair well-groomed while avoiding unconventional styles. Overall, respondents expect organizational leaders, those that represent them, to be the figureheads of their firms. (See figures 2a and 2b)
INSIGHT #2
The ability to instill trust is the most significant predictor of effective leadership.
When surveyed on what the respondents look for when hiring their immediate supervisor, we notice convergence in the values and character traits expected from a leader at the global level.
This year, “instills trust,” “is a continuous learner” and “admits mistakes” ranked as the top three. In 2023, “admits mistakes,” “recognized the dignity of employees” and “is a continuous learner” were ranked at the top. We did not find differences at geographic level, other than the fact that in South America, these traits were ranked even more prominently.
We drilled down further to understand the attributes of a leader who “instills trust,” finding that to be someone who creates an environment where employee
work is valued. Males communicated preference for environments that are organization- and performance-focused, while the female preferences centered on experience and what leaders can do to develop them. (See figure 3)
Surprisingly, similar to last year, “driven by higher purpose” again ranked the lowest across all geographies, except for Asia. This continues to be in stark contrast to the significant emphasis on purpose in leadership literature today, and the narrative that Gen Z prioritizes purpose over profit.
Our hypotheses: one, increased volatility in the job markets is making Gen Z nervous about their financial futures; and two, it could be that Gen Z knows they will not be employed by a given company for a long time, so it is best to extract as much as they can to develop themselves.
A review of key challenges faced by leaders confirms our hypotheses, that “dealing with crisis and failure,” “creating an environment where employee work is valued,” “creating an adaptive organization” and “managing work life balance” are the key challenges facing leaders today. (See figure 4)
For females, managing risk and inclusive culture emerged as more significant challenges. No significant differences were inferred at a regional level, or whether work was done remotely or not. Overall, survey respondents agree that the ability to deal with challenges makes for effective leaders, and that leadership development is essential to build skills required to do this. Interestingly, one’s physical traits do not matter to this population insofar as dealing with challenges.
Looking back at the data from the previous three years of the survey, “dealing with crisis and failure” and “managing work-life balance” have consistently ranked in the top two challenges of a leader. These findings are most likely indicative of a generation that sees crisis and failure as center to their life and in that context seeks control over their life.
It should therefore not come as a surprise that the respondents want leaders to be competent in “finding and implementing creative solutions to problems” and to “have a positive attitude and outlook on life.” The fact that “dealing with problems” has consistently
FIGURE 3
ranked among the top three findings of the survey over the last four years sets the standard for it to be a competency companies should look for in any leadership hires. (See figure 5)
INSIGHT #3
Remote work has limited impact on leadership development. Last year, we reported that more than 75 percent of respondents reported being
CHALLENGES OF A LEADER (GLOBAL)
DEAL WITH CRISIS AND FAILURE
CREATE AN ENVIRONMENT WHERE EMPLOYEES’ WORK
CREATE AN ADAPTIVE ORGANIZATION
MANAGE WORK-LIFE BALANCE
CREATE JOBS THAT CREATE JOB SECURITY
ATTRACT, RECRUIT, AND RETAIN TOP PERFORMERS
CREATE AN EMPATHETIC AND INCLUSIVE CULTURE
CREATE ETHICAL AND SOCIALLY RESPONSIBLE
KEEP ORGANIZATIONS FINANCIALLY VIABLE
MANAGE LEGAL, PRIVACY, AND SECURITY RISKS
CREATE JOBS THAT PAY WELL
MANAGE CONFLICTING STAKEHOLDER PERSPECTIVES
DEVELOP A ROBUST PIPELINE OF DIVERSE LEADERSHIP
MANAGE GEO-POLITICAL RISKS
PREPARE THE ORGANIZATION FOR AN AI FUTURE
COMPETENCIES OF A LEADER (GLOBAL)
ALIGNED INCENTIVES WITHIN THE ORGANIZATION
DEMONSTRATED KNOWLEDGE AND APPLICATION OF FINANCIAL AND ACCOUNTING PRINCIPLES
DEMONSTRATED A GLOBAL PERSPECTIVE
CONSTRUCTIVELY MANAGED AND EXPRESSED EMOTIONS
DEMONSTRATED AN ABILITY TO UTILIZE TECHNOLOGY FOR STRATEGIC ADVANTAGE
BROUGHT DIVERSE GROUPS TOGETHER TO ACHIEVE ORGANIZATIONAL OUTCOMES
DIFFERENTIATED AMONG FACTS AND OPINIONS
ATTRACTED, DEVELOPED, AND RETAINED THE RIGHT TALENT
MANAGED AMBIGUITY AND UNCERTAINTY, COPED WITH, AND ADAPTED TO SITUATIONS
COMMUNICATED EFFECTIVELY WITH INTERNAL AND EXTERNAL STAKEHOLDERS INSPIRED CHANGE
ACTED AS A ROLE MODEL WHO SET STANDARDS FOR PROFESSIONALISM IN THE ORGANIZATION
DEMONSTRATED NETWORKING ABILITY TO MAKE THINGS HAPPEN
% FREQUENTLY OBSERVED
in the office more than 50 percent of the time. According to the current data, the number has increased slightly over last year, with three times as many employees working in an office at least 50 percent of
FIGURE 5
FIGURE 4
FIGURE 6
IMPORTANCE OF, AND SATISFACTION WITH LEADERSHIP DEVELOPMENT (GLOBAL)
the time, compared to working remotely. Of those in the office, most believe that there has been no impact or positive impact on leadership development. We also notice an overall perception that working remotely has had a positive impact on leadership development.
That said, we see a clear demand for leadership development opportunities. Overall, 74 percent of the respondents favor leadership development opportunities, with only 67 percent expressing satisfaction with availability of such opportunities. (See figure 6)
Delving deeper into where there is the most need for leadership training, every topic surveyed scored high. Training to help improve ability to manage risk, manage change and advance workplace well-being scored the highest (Figure
7), which is in line with the leadership challenges and competencies identified by this cohort. Interestingly, in contrast, only 61 percent of the respondents indicated a need for training to manage the impact of AI. (See figure 7)
INSIGHT #4
AI a mixed bag?
When asked about the impact AI has had on the respondent’s productivity, the majority, 60 percent, noted no impact. Only 25 percent responded that it had a positive impact, and 9 percent noted a negative impact. (See figure 8a)
When asked about the impact of AI on their jobs five years from now, one-third of the respondents foresee no impact, 029 percent expect that less that 25 percent of their job will be restructured,
25 percent foresee 50 percent restructuring, and only 9 percent foresee a 100 percent restructuring of their jobs.
Said another way, two out of every three respondents (67 percent) indicated that AI will influence the workplace over the next five years, as seen in the response to the restructuring question noted in figure 8b. Further, respondents whose work tends to be more remote are reporting more significant impact of AI on their jobs. (See figure 8b)
Looking at the respondent demographics, most of them have an undergraduate degree or higher and 24 months of work experience (Figure 8c) , which would imply that most of them are or will enter the “white collar” professions. Their response presents a stark contrast to the current narrative on AI — which portrays jobs and the human race at risk because of the advances in AI.
We can only offer two conclusions here. Either the respondents are not well-versed in the potential of AI and are underestimating its impact on their futures, or the AI innovators are overestimating the application of AI. This tale will be an interesting one to follow as it unfolds. (See figure 8c)
IN THE WORKPLACE
IMPROVING MY ABILITY TO CREATE STRONG ORGANIZATIONAL CULTURES
IMPROVING MY ABILITY TO DEAL WITH AMBIGUITY AND UNCERTAINTY
IMPROVING MY ABILITY TO MAINTAIN FINANCIAL SUSTAINABILITY OF MY UNIT
IMPROVING MY ABILITY TO HAVE DIFFICULT CONVERSATIONS WITH MY TEAMS
IMPROVING MY ABILITY TO BUILD HIGH PERFORMANCE TEAMS
IMPROVING MY ABILITY TO GIVE AND RECEIVE FEEDBACK
IMPROVING MY ABILITY TO ADVANCE WELL-BEING IN THE WORKPLACE
INSIGHT #5
Not all is well on the future-of-work front.
Even though the impact of AI may be underestimated, we sense a general malaise as we look deeper into the data. Only 36 percent of the respondents are confident in their skills to adapt to the future of work over the next five years (Figure 9a). Further, only 55 percent of respondents report being satisfied with their jobs (Figure 9b).
Combined with their sentiments on crisis and failure and work-life balance, we are looking at a generation that is uncertain about the future. No wonder that they are looking for leaders who can instill trust. (See figure 9a and 9b)
CONCLUSION
Based on our work, trustworthiness and adaptability are the most critical traits for effective leadership in the modern workplace.
This raises the question — how does one instill trust? To effectively do this, leaders should focus on three key areas: becoming adept at giving and receiving feedback, building high-performance teams, and managing risk effectively. These insights are equally valuable for business leaders, employers and consultants, as investing in training for these attributes promises a high return on investment by fostering trust and enhancing leadership capabilities. L
FIGURE
On . . . her transition from marketing to global yacht racing, emphasizing passion and risk-taking. Reilly advocates for gender equity in sailing and values mentorship and incremental change learned from Seton Hall.
HOMETOWN
Scotch Plains, New Jersey
CURRENT POSITION
Executive Director, The Magenta Project
SETON HALL STATS
• B.S. Business Administration, concentration in Marketing May 2012
• Minors: International Business and Asian Studies (Japanese)
• GPA: 3.8
• Stillman Exchange Editor-in-Chief
• Second-place winner –Pirate’s Pitch 2012 for Complementary Connections (my own consulting business that I still run today).
• Marketing Honors Society
IN THE LEAD Thank you for taking the time to speak with In the Lead, Meg. You have had an interesting journey! Please tell us more.
MEG REILLY Always a pleasure to reconnect with my alma mater; I think it’s safe to say I am a Pirate for life!
I graduated from the Stillman School of Business in 2012 with a B.S. in Marketing, with International Business and Asian Studies minors and a certificate in Leadership. After graduation, I got my dream job on Madison Avenue working for one of the top global ad agencies. But after a year, I decided to quit my job to pursue a bigger dream: global yacht racing.
My intentions were simple, but serious, with one goal: to sail around the world. I enlisted as a crew member on the Clipper Round the World Race. I was lucky to be assigned onboard the Henri Lloyd — to a team and leader who modeled some of the best team behaviors and attitudes. After a year sailing around the world, we won the race.
To afford my race, I pitched sponsors. To support my sponsor’s brand objectives, I visited schools at our port stopovers around the world to inspire and connect with fellow youth. (I was only 23 at the time!) I brought my marketing and communications expertise to the race yacht, and my story on racing in the
Southern Ocean was ultimately published in Sailing World Magazine.
And so began my accidental career in global yacht racing.
ITL What attracted you to sailing, and why should others consider it as a career choice?
REILLY Initially it wasn’t really a career choice. Sailing around the world had been a retirement dream, but I decided to prioritize it in my life. I am forever grateful for following my gut and choosing a life pathway that included sailing sooner rather than later. It has combined my passions for performance, the ocean and travel into my ultimate dream job. But it took a big risk and investment to get here.
Professional sailing is a small but a hyper-competitive and relentless global industry — and it isn’t one I grew up in. The risk is high, and the reward is more intrinsic than financial. Not to mention it is a very male-dominated industry, with only a few women at the time participating in this mixed sport. But the challenge, the (wo)man vs. nature, the endurance, the team, the unique leadership demands … all drove me to ocean racing. I definitely do not think it is for everyone, but I do think there is a lot you can learn about yourself and how to work on a team in high-risk environments by just going sailing. Since I’ve been part of the sailing industry, I have made it part of my mission to provide more access and opportunity in sailing, so more people can experience and benefit from what the ocean has to offer.
ITL What are your views on Gen Z as it enters the world of sports? Are they prepared? What
are their expectations? And how are they shaping the world of sports?
REILLY One of my clients is The Magenta Project, a global charity that drives equity and inclusion in the maritime industry, and the Magenta Mentoring Program is a flagship service of the charity. Sailing is one of the few professional sports where men and women can compete with each other. However, female representation has been almost nonexistent. In light of this disproportionate representation, sailing has become a unique platform for women’s equity and inclusion in sports and business teams — and The Magenta Project is driving that change through mentorship, training, and networking programs.
Here, I work with rising talent from around the world. I see a passion for change among the women who apply to our mentoring program. However, I do believe that Gen Z has been raised in a world of instant gratification, and the work and time to achieve that change
isn’t always understood or appreciated.
Sports are still one of the few areas in our modern world where there is no quick fix. You can’t skip the hours, days, weeks, years of dedication, practice and hard work that is required to compete at a professional performance level. There is no artificial intelligence that can make you a true performance athlete — and you certainly can’t “fake it till you make it.”
With Ernst & Young’s 2023 study sharing that 94 percent of female CEOs identify as having played a sport, I think the performance and team-oriented skills and values instilled in athletes cannot be ignored nor squandered by our businesses and leaders. I believe we will see this trend continue with a strong connection between leaders and those who engage in sport. There are a lot of parallels between sport and business. Now, I am working with individuals and business organizations outside of the sailing world — taking leadership lessons from onboard race boats to improve
boardroom performance.
ITL Do you feel prepared to tackle the challenges that are forthcoming?
REILLY I think Gen Z can change the world if they practice the same tolerance and patience that they preach. Understanding that generations before have done things differently, and that change nowadays is extremely rapid, we need to work more on finding consensus and ultimate common goals, not condemning or “canceling” people for their pasts or focusing on what divides us. I think that millennials have the unique ability to span the generations and can have empathy for both “sides,” and are the kind of leaders we need right now. (But I might be biased!)
To quote former President Barack Obama: “Sometimes your job is just to make stuff work. Sometimes the task [of government] is to make incremental improvements or try to steer the ocean liner two degrees north or south so that, 10 years from now, suddenly, we’re in a very different place than we were. At the moment, people may feel like we need a 50-degree turn; not a two-degree turn. And you say, ‘Well, if I turn 50 degrees,
the whole ship turns over.’”
Together, all generations need to make conscious and strategic decisions on what small degrees and adjustments we make over time to get to where we all need to be. This is the role of our leaders. I believe that leaders need to think, plan and act sustainably, while also being able to adapt to immediate demands. These skills are essential for steering us in the right direction.
ITL How did the Buccino Leadership Center prepare you to keep up with the change and lead?
REILLY The mentoring program not only provided me with mentors that I still return to, like Mike Reuter and Jack Shannon, but also inspired me to serve as a mentor to other rising leaders. The mentor-mentee relationship is a cycle that keeps giving, as I can also share the great learning and advice of my mentors to my mentees, and this flow of professional support and knowledge helps us all keep up with change and better lead.
Servant leadership is also a core value I learned through the Buccino Leadership
Development Program and have brought forward with me to all of my teams. By serving my team first, I am more connected with their needs, and can maintain stability within our team so that we can handle any challenges outside of our group and control.
ITL What moment or activity stands out as the turning point in your leadership development at Seton Hall?
REILLY Having the opportunity to serve as the Stillman Exchange’s editor-in-chief was a big part of my development as a leader. I had real deadlines, staffing challenges, a budget, as well as experience executing a vision when launching the “Trending” section over 10 years ago.
I used my Stillman Exchange article clippings in my Madison Avenue interview, and I know that being published and managing an editorial staff was a big part of how I was able to land my job after graduation. I then was able to take my passion for writing and media into my new-to-me industry of sailing, and to find my own niche as a marketing and media expert in the industry. Working on the Stillman Exchange was a serious job and was a core part of my development as a leader in media and communications.
ITL What advice would you give to your younger self?
REILLY Stress less. Take the time to understand and appreciate your own unique style as a leader, and communicate your style and expectations to your teams on day one. Only work for and dedicate yourself to good bosses and causes, and don’t be afraid to leave the ones that don’t serve you. Keep volunteering; it will all pay back in time. L
THE NEXT GENERATION OF ENTREPRENEURSHIP AND INNOVATION
Seton Hall University’s Center of Innovation and Entrepreneurship (CIE) acknowledges the broader role of innovation and entrepreneurial skills in our lives and in our futures. Whether our students desire to launch a company or work for a large corporation, it is the innovators and problem solvers — the true entrepreneurs — who create new ideas, products and services that better our society.
The CIE fosters the collaboration of faculty, students, alumni and entrepreneurs through an array of initiatives that advance entrepreneurial learning at Seton Hall. Students are encouraged to transform concepts into practice by kickstarting their entrepreneurial ideas with the support of business mentors.
Business concepts or existing ventures that have been developed by Seton Hall entrepreneurs include:
• Mobile apps
• Computing software
• Online marketplaces
• Consulting services
• Economical sustainability initiatives
• Nonprofit organizations
• Food products
Future-Proofing Physician Leaders
Proactive strategies to recruit, retain and develop future healthcare professionals.
BY KURT SCOTT
PHYSICIAN TURNOVER rates saw a significant increase during the onset of COVID-19. According to a survey by CHG Health conducted between 2020 and 2022, 8 percent of physicians reported retiring, while 3 percent chose to leave clinical practice. However, a striking 43 percent of physicians made career moves within the field during this period. These shifts have had a profound impact on healthcare organizations, particularly with physician leaders also exiting, leaving substantial gaps that are challenging to fill in today’s competitive landscape.
To navigate these challenges successfully, organizations must proactively plan and implement robust
recruitment strategies and leadership development programs, embracing the “grow your own” concept. It’s crucial to prepare now, especially with Generation Z physicians poised to become the next generation of leaders in health care.
Recruiting Gen Z physicians and preparing them to lead comes down to three basic areas of your recruitment and retention programs.
Before we break it down, let us understand what Gen Zers are all about.
According to Roberta Katz, a senior research scholar at Stanford’s Center for Advanced Study in the Behavioral Sciences, “Gen Z are not coddled, but are highly collaborative, self-reliant and pragmatic. Members of Generation Z, the first generation never to know
the world without the internet, value diversity and finding their own unique identities, says Katz. This group — also known as Gen Z, iGen or postmillennial — is a highly collaborative cohort that cares deeply about others and has a pragmatic attitude about how to address a set of inherited issues like climate change.”
STRONG EMPLOYER BRAND
The first step in attracting Gen Z physicians is to develop a strong employer brand that resonates to their core. Use it to create your recruitment marketing collaterals and include the supporting detail to demonstrate this isn’t just a marketing campaign but part of the organizational culture.
Tech Savvy and Cutting-Edge Technology
• What does your organization have going on that can demonstrate this?
• How can you tie these endeavors back to better patient care and improved access?
Collaborative Environment
• Have you had any recent collaborations between departments you can point to?
• Any collaborations outside your organization on either the national, regional or community level?
Gen Z Embraces Change
• What can you point to that demonstrates an ongoing commitment to process improvement and look for better ways to get things done?
Wellness and Work-Life Balance
There’s been a lot of talk about burnout in health care in the news media as well as social media. How can you demonstrate your organization’s concern and commitment to physician well-being and wellness (and for all employees)?
• Do you have a Chief Wellness Officer? If so, what has been the result of their work?
• How can you show potential candidates that work-life balance is important to the organization?
• Does your organization effectively use locum tenens (temporary) physicians to fill in gaps left by departing doctors, instead of demanding those left behind suck it up and pick up the extra load? If so, how do you show it?
Diversity and Inclusion
• How can you demonstrate your organization is committed to a culturally diverse environment?
• What percentage of your physician staff is diverse?
• What percentage of your physician leaders are women?
PHYSICIAN
RETENTION
Retaining physician staff and leaders is an important part of attracting Gen Z
physicians to your organization. They want to know they are not going to end up where there’s a revolving door of physicians coming and going. They want to know your organization truly values them, their contribution and what they do for patients. How do you prove to them it isn’t just lip service?
• Do you have a physician retention plan?
• If so, were physicians included in the design and implementation?
• What is your physician turnover rate, and how does it compare to the national average?
• What has the historical data shown for turnover trends?
• What can you point to that shows a keen interest in keeping your physicians happy and engaged?
• Have you measured physician satisfaction? How often?
advancements, therapies, services and research activities such as outcomes research or clinical trials. You can create some great questions around this subject and even talk through during the interview process. Be prepared though to answer these questions:
• What’s your organization’s philosophy about internal leadership candidates?
• Is the interview process for leadership positions different for internal candidates?”
– If so, in what way?
• What percentage of leadership openings are filled with internal candidates?
When it comes to the above or the possibility of leadership, Gen Z physicians want to know what the process is and what goals they must meet to be promoted. They want concrete answers, which are often difficult to map
The only thing worse than training your employees and having them leave is not training them and having them stay.
— Henry Ford, Founder, Ford Motor Company
– What do you do with less than stellar results?
• Gen Z physicians want to be part of the solution. They want a voice (pretty much all physicians want this).
• How do you show physician candidates you include physicians in uncovering obstacles and challenges along with participating in the fixes?
• What forums do you have in place for physicians to utilize to be heard?
– Town Hall meetings?
PLANNED ADVANCEMENT
Gen Z physicians are known for being motivated by organizations that foster professional growth. Not all professional growth means leadership. It may mean they want to be involved in the development of new medical
and for which it is even more difficult to guarantee the desired outcome. That said, it is important to lay out a road map of their journey to leadership.
The first thing I would want to know is who on staff is driven to lead and have it on their goal list. There are certain people who you will be able to point to. There are others who don’t make it that evident. So, ask. Have your department leaders ask at their next one-on-one about their possible desire to lead. Not everyone wants to lead. Not everyone that wants to lead wants to be a health system CEO.
For the ones who indicate they have an interest in leading, the questions should start flowing:
• What type of leadership role do you see yourself in?
• What is your end goal?
• What’s the time frame you give yourself to get there?
• How are you preparing yourself to meet your goal?
STRATEGY
– Have you created or planned road map of how to accomplish this? What resources does your organization have in place to help aspiring leaders gain the skillsets needed to be successful?
• Leadership training?
• Tuition assistance for earning a master’s degree in healthcare leadership?
• Mentorship program?
• Committee engagement? Or even chairing a committee?
No matter what type of advancement each person is interested in, there should be a plan. If you don’t have one, discuss individually how you can help obtain their goals and then create a specific plan with them, including time frames. To be successful in attracting, retaining
To navigate these challenges, organizations must proactively plan and implement robust recruitment strategies and leadership development programs, embracing the ‘grow your own’ concept.
and advancing Gen Z physicians, it comes down to these three things:
1. Create a strong employment brand that hits home when they read your recruitment collaterals.
2. Reinforce the employment brand during the interview process by having the interviewers be ready with similar messaging and ways to demonstrate to candidates it’s real and not just a marketing slogan.
3. Create an active retention program and don’t keep it a secret. Listen to what your physicians are saying. Address concerns and do not sweep them under the rug. No one wants to be asked their opinion to just be ignored. It does more
harm than good. You are better off not asking.
Although exit interviews, to me, are akin to an autopsy, they are invaluable in determining common threads and trends needing to be addressed. If there are things driving your physicians away, they need to be addressed and improvements need to be made.
Leadership development with a programmatic approach will be a retention tool and help your organization by creating and cultivating the most effective leadership team available. You will also help your future self by creating a succession plan to reduce the holes when leaders depart your organization. L
Buccino Leadership Institute
The Future of Work and Leadership
Shaping the Future’s Leaders
OUR WORLD NEEDS LEADERS WITH VISION, STRENGTH AND CHARACTER. WE’RE ANSWERING THE CALL.
At the Buccino Leadership Institute, we invest in individuals who aren’t just great themselves, but who inspire greatness in others. As an institution, we have a rich legacy of leaders beginning with Elizabeth Ann Seton, the first American-born saint, who defied tradition and forged a way for those who followed. We believe that true leaders strive to always become a better version of themselves and advocate for those around them.
Buccino Leadership Institute was named 2022’s Most Outstanding Leadership Development Program by the Association of Leadership Educators.
WE MAKE LEADERS BETTER THROUGH:
• Exclusive Opportunities
• Experiential Learning
• Community Building
• Feedback
• 1-on-1 Mentorship and Professional Coaching
• Networking and Professional Development
• Student-led Initiatives
• Service
Connection Catalyst
Bridging generational divides and enhancing connection in a polarized world.
REVIEWED BY PAULA ALEXANDER, Ph.D., J.D., and STEPHEN WOOD, M.S.
A STRONG connection with the rising Gen Z employee has a twofold purpose: Bring the talents of a new employee into the value-production process, and develop leadership qualities for the next generation to invigorate and refresh our organizations over the long run. Supercommunicators provides a road map for both of these goals — tools and concepts for bridging not only the generational divide but for connecting across other barriers to communication.
Imagine you are taking a creativewriting course, and your assignment is to write a short vignette beginning with the
following dialogue:
She: “Why is it every time I ask you a question, you answer me with another question?”
He: “Do I really do that?”
To fully develop this scene, you must place yourself in the minds of your characters and explore three things: What is this conversation about? How do we feel? Who are we? The resulting scene can range widely, from a pleasant comedy about nothing in particular (a la “Seinfeld”), a happy marriage where two souls deepen their love, or a dystopian nightmare of misdirection and mystery.
In Supercommunincators, Charles Duhigg, with straightforward prose
and thoughtful case examples, walks us through these three communication elements — what is this conversation about? How do we feel? And who are we?
Far from being a mere stroll through creative writing, Supercommunicators will benefit not only business readers — the corporate manager and MBA student — but also apply to myriad roles: teacher, student, parent and friend. Perhaps more importantly, it offers a way forward to those who want to heal and reconnect with polarized friends or family. The section on having hard conversations is a must-read for anyone responsible for resolving conflict and managing difficult situations.
GREAT LISTENING
We’ve all heard that the key to good communication is to listen. But the listening mandate, consciously or subconsciously, runs into the problem of “I’m doing all the listening, but no one else is listening to me!”
Part of Duhigg’s formula for promoting better listening is to foster a more inviting conversation: A flowing, welcoming dialogue fosters effortless listening on both sides because people are connected. If better listening follows from better conversations, how do we facilitate better conversations? How do we become a supercommunicator?
Think about the last time you were in a meeting. Did someone dominate? If so, did you walk away feeling like the meeting was not fully productive? Or have you been in a discussion where ideas just flowed, and everyone contributed and felt energized?
According to Duhigg, group participants connect more easily under the leadership of strong communicators. These communicators ask 20 times more questions — and they ask different kinds of questions. Studies have found that “people who ask lots of questions … particularly questions that invite vulnerable responses — are more popular among their peers and more often seen as leaders.”2 The path to more engaging conversations is through making emotional connections.
EMOTIONAL CONNECTION
Duhigg writes, “Emotional connection is triggered by asking deep questions and reciprocating vulnerability.”3 He punctuates the point by quoting Yale psychologist Margaret Clark, “The best listeners aren’t just listening. They’re triggering emotions by asking questions, expressing their own emotions, doing things that prompt the other person to say something real.”4 Even a simple
Supercommunicators
How to Unlock the Secret Language of Connection
By Charles Duhigg
Copyright 2024 Random House
“Tell me more” telegraphs support and openness that can promote a connection. Communicators understand the three different types of conversations cited above and follow these rules:
• First rule: Pay attention to what kind of conversation is occurring (e.g., deciding, emotions, identity).
• Second rule: Share your goals and ask what others are seeking.
• Third rule: Ask about others’ feelings and share your own.
• Fourth rule: Explore if identities are important to this discussion.
WHO WE ARE — SOCIAL IDENTITIES
Duhigg devotes much of the book to understanding social identities (p. 174), or “that part of our self-concept that comes from our membership in social groups, the value we place on this membership, and what it means to us emotionally.”5 This is not only how we see ourselves, but how we believe others see us. We all have a deep desire to belong, and our social identities have two facets: linking
ourselves to preferred identities and rejecting identities we dislike.
Developing one’s awareness of this vital issue — identities — is very important. Who are we? runs deep and may be unreachable in the normal flow of organizational business-speak and managerial discourse. In today’s polarized world, once we sort ourselves into boxes of us/them, conservative/ liberal, urban/rural, Mets fan/Cubs fan, a very counterproductive spiral starts — being told about the shortcomings of your identity group (whatever it may be) triggers identity threat, regardless of how fair or unfair the critique. This threat breeds defensiveness and counterattacks, which highlight the shortcomings of the other’s identity. Thus begins a destructive cycle of threats and self-protection — a cycle that kills both creativity and productivity.
Duhigg offers a path forward on navigating the choppy waters of identity threat, with guidelines on how to talk about who we are:
• First, draw out multiple identities. People are not singular in nature. We have a political identity, but we have many more — we are parents, volunteers, Red Sox fans, older brother, favorite uncle, golfer, employee, former intern.
• Put everyone on equal footing, recognizing the multiplicity of identities is itself a commonality worth our respect.
• Create new groups by building on existing identities. The organizer of my cadre of golfing buddies gave us all a golf towel sporting the caption, “If you play golf, you are my friend.”
HAVING HARD CONVERSATIONS
“Having a plan” always beats “no plan.”
Most conversations, especially those in a business setting, fall within a specific boundary of professionalism
and etiquette, and following Duhigg’s guidance is an excellent way of boosting productivity and avoiding miscommunication and wasted time. But Supercommunicators goes farther, providing a template for those difficult conversations that can be necessary but onerous. Duhigg writes:
“There are lessons of all types, even those beyond our identities. The first insight is that … preparing for a conversation before it begins — thinking just a little bit more when we open our mouths — can have
to be seen and exposing your feelings and emotions — far from being a sign of weakness or failure, is a necessary ingredient to genuine connection and communication.
Second is reciprocity. The temptation to see the world in purely binary terms (I win, you lose) or a mindset of perpetual scarcity (the pie is only so big, and my share must be the biggest) represses the need for mutual advancement and the productivity premium that comes with true teamwork.
Finally, safety. Solutions cannot
It is easier to judge a man by his questions rather than by his answers.
— Pierre-Marc-Gaston de Levis, 19th century thinker 1
enormous impact. Anticipating obstacles, planning for what to do when they arise, considering what you hope to say, thinking about what might be important to others: Before any challenging conversation, think for a few moments about what you hope will happen, what might go wrong, and how you’ll react when it does ….
“ … thinking about how a conversation will occur is just as important as what is said, particularly a Who Are We?
Conversation …
“In any hard discussion, and particularly in a Who Are We? conversation, we are wise to avoid generalizations …” 6
RECURRING THEMES: VULNERABILITY, RECIPROCITY AND SAFETY
Reading Supercommunicators in tandem with Adam Grant’s book Hidden Potential (reviewed in the Spring 2024 issue), as well as with other texts on leadership, a number of recurrent themes emerge — first, vulnerability. Allowing yourself
emerge when team members do not feel their views can be offered without putting themselves at risk. A key role for leaders is creating psychological safety for team members and fostering a robust environment to ensure the best ideas find a way into the conversation.
Also, Duhigg’s foundational assumption, like Grant’s, is that the skills necessary to become supercommunicators can be learned, developed and mastered. Never assume only a few are given the “gift of gab” or that such skills cannot be upgraded and perfected by all. Duhigg’s book offers insights and building blocks to enable us to communicate and connect in all our roles.
FINAL POINTS AND A WORD OF CAUTION
Mal intent: We must recognize that in the hands of the unscrupulous, the manipulator or the sociopath, skills that connect with people at an emotional level can be used for deception and manipulation. Duhigg offers excellent passages on matching and looping (akin
to “mirroring” in the lexicon of sales tactics). While identifying and thwarting genuine malpractice is beyond the scope of Supercommunicators, we note that the same skills for positive engagement can be abused.
It’s all about me. Duhigg’s advice to ask about others’ feelings and to share your own feelings is intended to stimulate connection and discover areas of commonality. Here we raise a yellow flag on this advice: Be sure to avoid the trap that sharing does not devolve into a self-centered monologue catering to one’s own ego.
TMI: We have all had the sensation of hearing “too much information.” Similar to “all about me” is the trap of offering cringe-worthy information. We should not get carried away thinking every life lesson demonstrates our humanity, but remain aware of what might be awkward and uncomfortable to our partners in dialogue
CONCLUSION:
COMMUNICATION AND GEN Z “Communication” is derived from the Latin communicare, meaning “to share.” Whether you manage, work for, or are a member of Gen Z, excellence in communication is achieved in large part by sharing. Interestingly, one of Duhigg’s keys to better communication is to broaden one’s views of people’s identities. To bridge the divide between Gen Z and the other generations in the workplace requires, in part, an ability to find and connect to any number of multiple identities — people are not merely Gen Z or millennial, they are sportsmen, techies, new parents, car owners and a dozen other things.
Seeing beyond the singularity of a Gen Z label for a cohort of workers is one of the keys to achieving connection, reciprocity and positivity in the workplace. L
“Such as I am, I am a precious gift.”
Zora Neale Hurston
400 South Orange Avenue, South Orange, NJ 07079
