Happy Mother's Day

This past Sunday - Mother's Day - I hosted a Sunday Family Supper to honor my wife, daughter, and daughter-in-law. We had a Southern-style supper and lots of fun.

At one point, my millennial daughter, a vice president in her company, complained about the work ethic, or lack thereof, of the younger members of her team — the Gen Z cohort. My how times have not changed.

The Past is Past

As a Boomer myself, I recall conversations that seemed eerily similar, complaining about the younger staff members' work ethic. Further back in my day, you didn't question authority. These were the days of blue suits, white shirts, and ties. When the boss said, "Jump," you said, "How high?"

Oh, the good old days.

Enough! Enough nostalgic thinking and reminiscing!

I speak with leaders regularly. Invariably, the conversation turns to questions these leaders have about the Gen Z notion of what work is supposed to look like, their commitment to getting the job done, and their openness to talking about things like stress and burnout, for example.

Will any of this complaining solve the issue?

Marshall Goldsmith and Kelly Goldsmith have some great tips on leadership, cultural positivity, and productivity. In an article for the Chief Executive, they ask: "How much do we learn when we talk about how great we are or listen to others doing that? How much do we learn when we talk about how terrible someone is or listen to others do that?"

Unproductive Communication

What percent of interpersonal communication is wasted this way? According to Goldsmith's study, about 65 percent. Wow!

How often have you found yourself caught up in the conversation about the fault of others? How often do you find yourself blaming others or listening to others blame? How often do you complain about others or get caught up in the conversation of others doing that?

Take 100% Responsibility 💡

In my work with CEOs and Leaders, there is no room for negativity at any level. I know it can be hard, but the consequences of not shifting the conversation can be devastating.

A negative internal environment and culture can and will spill over into how your people treat customers. It will significantly affect your ability to attract and retain the best talent. It's the antithesis of creating a thriving business that is founded on contributions from everyone and a culture that embraces psychological safety.

The Goldsmith's solution is to lead by example. I agree.

Everyone in your organization is looking to you for cues on what to do, how to act, and what is acceptable behavior in interacting with one another and your customers. These cues are based on actions, not words. It's part of your firm's culture.

As the leader, you are 100% responsible for creating a positive culture. Avoid the trap of bemoaning the behaviors of others in your company. Instead, ask yourself: What will I do or say next? Will it help the company, the customers, or the individual?

Back to the question: What to do about Gen Z?

I recommend that instead of complaining about Gen Z you take a different approach and a broader view. View your culture, Gen Z, and all the other Gens through the lens of what is best for the company, the customers, and everyone in your organization. Then, assess what, if anything, should be changed or modified in your organization's culture.

In short, what Gen Z wants, I believe most of us want.

🔵 They value work-life balance. Whether you call it balance or fit (which I believe fit is more fitting - pun intended), wouldn't we all want a little more of that? Our personal views of what Fit means depend on where we are in our career and growth trajectories. For example, if you are an owner, you are likely to want to spend a greater amount of time working to ensure your firm's success.

🔵 Pay is top of mind, but let's be honest: Isn't it for everyone? If you are unwilling to pay above the average, you will attract average or below-average staff. Daniel Pink, the author of Drive: The Surprising Truth About What Motivates Us, wrote, "... the best use of money is to take the issue of money off the table." He calls it the "Zen of Compensation." Get compensation right, and then get it out of sight by focusing on the intrinsic values of the work itself.

🔵 They value continuous personal growth in skills and knowledge and a sense of freedom. They want to be challenged and learn, and assigning challenging projects with some autonomy goes a long way in fostering this. Additionally, investing in professional development and consistent on-the-job training is a capital investment. It is foundational to the future success of your enterprise.

🔵 They want a positive workplace culture. The Gen Z cohort wants to work in an inclusive environment that values collaboration, encourages and values open communication, and promotes a sense of belonging (see psychological safety above).

🔵 They are concerned about social impact and purpose. Most of us are driven and motivated by a purpose outside of our own self-interest. If you haven't already, consider your company's purpose as a center point when evaluating your culture and vision for its future.

Positive Beats Negative 30:1 - Tom Peters, author of Excellence Now: Extreme Humanism

Until next time!