The myth of Ned Ludd is seen as more threatening to elites than Robin Hood, whose legend is less defined and more vague.

Robin Hood represents the idea of stealing from the rich to give to the poor.

Mental Health Awareness Week encourages everyone – parents, friends, colleagues, employers – to consider their role in supporting mental well-being.

Most people are generally willing to support others where needed, even at work.

Small actions, such as checking in on a colleague and offering a non-judgmental ear, are especially important.

Gen Z workers are experiencing fatigue and dissatisfaction with their jobs.

This trend is also negatively impacting young workers overall.

Drilling into Gallup’s data reveals young workers feel less engaged in key ways, although the reasons are not fully understood.

Work-from-home is prevalent now.

Previously, norms and expectations for company culture were often picked up informally in the workplace.

Organizations must make office attendance purposeful to avoid disengagement.

Expectations such as the quality of the first draft of a memo can be unclear.

When asked about time-off policies, some leaders only offer ambiguous guidance like taking a "reasonable amount" of time.

Resistance to change from CEOs, not laziness of young workers, is hindering adaptation to the post-pandemic workplace.

Employees want to be part of engaged, successful teams.

Key needs in the workplace are safety, connection, and respect.

Leaders are now required to navigate more complex challenges than ever before.

Historically, people went to a physical location for work and interacted face-to-face.

Remote and hybrid work have no precedents at scale.

There’s uncertainty about whether employees come to the office just for supervision.

Workplaces can sometimes foster in-group belonging by instilling fear of out-groups.

Multi-generational team management is a struggle for leaders and managers.

Financial necessity drives many older employees to continue working.

The myth of Ned Ludd is seen as more threatening to elites than Robin Hood, whose legend is less defined and more vague.

Title:

Content: Brian Merchant, author: “Luddites are more dangerous to the rich than Robin Hood”

The Luddites have been a great historical resource. Any showy enemy of anything that looked like technological progress has been called a Luddite. Today with generative artificial intelligence and its critics, the word has been revived. The author and journalist Brian Merchant (Iowa City, USA, 1983) saw it coming and has written a book that reviews the Luddite revolt in England at the beginning of the 19th century and its similarities with current technologies: Blood in the Machine (Blood in the Machine, currently without a planned edition in Spanish) thus explores the origins of the current revolt against big technology.

Although the book has appeared in the midst of the AI hype, Merchant began his research a decade ago: “Uber was growing and it was beginning to be seen that it was having a hard impact on taxi drivers, I heard the term Luddite from the pro-Uber sector and wrote an article titled You don't understand anything about Luddites”. Now in his book he remembers that the Luddite revolt was a labor struggle, not anti-technology, at a time when unions were prohibited. In a conversation with EL PAÍS from his residence in Los Angeles, Merchant clarifies the historical impact of the Luddites and the possible similar struggles that are being played today in Silicon Valley.

1. The Luddites were not against progress

The labor revolt over the loss of rights was more important than the destruction of textile machines: “The biggest mistake about the Luddites is to say that they were against technology and progress,” says Merchant. “They were against certain technologies because they recognized the way in which they were going to be used in their context against them as workers. It was a labor movement, against poverty, not anti-technology. The British Government began to mold them in this way almost immediately, it was keen to mock the Luddites and present the argument that they were against progress. It is very similar to how today people in positions of power in technology companies accuse those who complain about poor working conditions. It's the same story for 200 years.”

The book quotes a phrase from historian Eric Hobsbawm that explains this stage: “It was collective bargaining through riots.” According to Merchant, this tactic in a workers' struggle was very powerful for two reasons: “First, it was symbolic because everyone understood that what they were destroying was not just a machine. It was also the specific machine used to transfer wealth from the workers to the employer. Second, it was useful because they destroyed the equipment that businessmen needed.”

2. Why Robin Hood is better accepted than Ned Ludd

Ned Ludd was a legendary character. No one knows for sure if he existed. It was the legend of a teenager who would have broken the first machines at the beginning of the Industrial Revolution. In 1811, rebellious workers used his legendary name to sign letters and further scare: “Ludd probably never existed. But the incarnation of it would become a mascot, an organizational tool, a wink: a powerful 19th-century meme,” Merchant writes.

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Ludd lived near Nottingham (United Kingdom), like another legendary figure who has been better treated by history. There must be a reason, says Merchant: “The Luddites organized a popular and powerful rebellion. People wrote popular songs about them. They were like Robin Hood. But it is interesting that Robin Hood has endured as a positive light, while the Luddites have not. He suggests that the myth of Ned Ludd is in some ways more dangerous to the elites and the wealthy than that of Robin Hood, which is a little more nebulous and open. The Luddites say: go ahead and break the machines of your oppression. Robin Hood says: steal from the rich and give to the poor. “I think that’s a little more tolerable.”

3. How are they similar to today's problems?

The background of the book is that the history of the Luddites is similar to what happens today in Silicon Valley, where a small group of corporations dominate new technologies. “The way technologies are developed has basically not changed. You have a handful of people with access to enough capital or political influence to be able to build a factory and use automation technologies. “Back then, the most aggressive owners didn’t ask anyone how to find a way to make this a win-win.”

Merchant has received criticism for equating the great businessmen of 19th century England with 21st century America. But there are details that he does not see that far away: “The technology development process is in some ways even more undemocratic today than then. There is this immense pool of capital available to Silicon Valley innovators through venture capital. Uber wasn't profitable for 10 years, but they had access to that capital. Did anyone really like that? Did it work for workers and delivery people? Nothing mattered, they just had more money and moved on.”

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Robin Hood represents the idea of stealing from the rich to give to the poor.

Mental Health Awareness Week encourages everyone – parents, friends, colleagues, employers – to consider their role in supporting mental well-being.

Title:

Content: Mental Health Awareness week is a reminder for each of us to review the roles we play in supporting good mental health, be it as parents, friends, colleagues, or employers. The focus of this year's Mental Health Awareness week is loneliness, a phenomenon which has an outsized impact on our physical and mental health – as recently highlighted during the Covid-19 pandemic. Our connections to communities and other people are fundamental to supporting good metal health, and reducing chronic or long-term loneliness is a major step towards a mentally healthy society.

Whilst it is by no means unique in this respect, the legal sector can, if left unchecked, give rise to prime breeding conditions for loneliness – the work type is often best suited to individual rather than team-based activities, the hours can be long and (if we're honest!) the personalities it attracts can be more prone to loneliness than on average. As such it is important to recognise the risk and take proactive steps to mitigate it.

Most people will have experienced loneliness at some point in their life – it is the feeling we experience when there is a mismatch between the social connections we have and those that we need or want1. While some amount of loneliness is a normal part of everyday life, if it becomes embedded for a long period, loneliness can have a serious effect on our wellbeing, resulting in a potentially vicious cycle of loneliness and poor mental health. Studies by the Mental Health Foundation2 show that being connected to other people in a way that helps us feel valued is fundamental to protecting our mental health. Further, loneliness is one of the key indicators of poor mental health and long-term feelings of loneliness have been shown to be associated with higher rates of mortality and poorer physical health outcomes3. The point at which the balance tips is hard to define due to the subjective nature of loneliness and the variation in needs of different people.

Relationships with our colleagues which we build and maintain in the workplace are vital, particularly in an age where the boundaries between home and work are increasingly blurred. Good workplace relationships may assist in fulfilling some social needs, as well as helping productivity at work and having an important role in job satisfaction. Having positive relationships throughout life has been shown to have the greatest impact on life satisfaction and health4.

However, many in the legal profession have traits which may hinder these relationships and the benefits they provide. Whilst you will likely be able to think of some exceptions to prove the rule, on the whole, lawyers are likely to score low in the trait of sociability5, the desire to interact with people – particularly when it comes to their comfort level in initiating new connections with others. People who score low in this trait are not necessarily anti-social, they are merely more likely to rely on relationships which they have already formed. Lawyers are also likely to score high in the traits of scepticism and autonomy – and while these traits are often key to someone being good at their job, they ultimately can undercut important inter-personal relationships and result in people feeling isolated and lonely.

Being aware of these common traits in the workplace is an important first step. For many lawyers, loneliness can stem from an assumption that their colleagues are not interested in helping them out. When in fact, most people are more than willing to provide support where required. The legal profession need not be a lonely profession, as much of what people experience is self-imposed rather than inherent to the profession itself. However, overcoming this requires collective action to encourage individuals to reach out to one another and connect.

Many organisations, including GJE, have wellbeing strategies, mental health first aiders, emergency helplines and accessible counselling services, all of which can help combat loneliness. We also encourage collaborative working, not competition. At the end of the day, though, it's the little things that perhaps count the most – a quick chat just to see how a colleague is doing and lending a friendly, non-judgmental ear if and when needed. Our belief is that having a prominent, firm-wide wellness strategy reinforces the importance of these little things and not only leads to people feeling better supported but also helps to break down the barriers that prevent individuals seeking help when they do need it.

Footnotes

Why Loneliness is the theme for Mental Health Awareness Week 2022

Mental Health Foundation (May 2016) Relationships in the 21st Century. London: Mental Health Foundation

3 Hold-Lunstad, Julianne. “Social Relationships and Mortality Risk: A Meta-analytic Review”, July 2010

4 Vaillant, George E.; McArthur, Charles C.; Bock, Arlie, 2022, “Grant Study of Adult Development, 1938-2000

Report to Legal Management: Herding Cats: The Lawyer Personality Revealed

The content of this article is intended to provide a general guide to the subject matter. Specialist advice should be sought about your specific circumstances.

Most people are generally willing to support others where needed, even at work.

Small actions, such as checking in on a colleague and offering a non-judgmental ear, are especially important.

Gen Z workers are experiencing fatigue and dissatisfaction with their jobs.

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Gen Z is sick and tired of their jobs

Young workers are now as disengaged as burned-out boomers

HOMEPAGE

Young workers may not possess the experience or wisdom of their older colleagues. But they've always had one advantage in the workplace: their enthusiasm. Unattached and kid-free, they're willing to burn the midnight oil. They have yet to grow bored or disgruntled. They're full of hopes and dreams — and the naivete to drink the company Kool-Aid. That's why they've traditionally been more involved in and excited about their jobs than their graying counterparts.

But since the pandemic hit, there's been a startling shift. From 2019 to 2022, according to Gallup surveys, the share of people under 35 who reported being engaged with their jobs dropped from 37% to 33% — the lowest level since 2011. At the same time, the share who reported being "actively disengaged" rose to 17% from 12%. This rise in workplace disenchantment has been so powerful that it has virtually eliminated the old-young engagement gap. Gen Zers and young millennials, in other words, have soured on work just as much as everyone else.

This is very bad for companies. Low engagement is linked to higher job turnover and reduced profits; Gallup estimates it costs the global economy $7.8 trillion a year in lost productivity. It's also bad for young workers. If they were simply stepping away from their jobs and finding fulfillment elsewhere, that might be OK. But it's far deeper than that.

If you drill down on the specific components of engagement measured by Gallup, you find that workers in their 20s and early 30s report a plummeting sense of:

      • feeling cared about
      • having someone who encourages their development
      • having opportunities to learn and grow
      • having a best friend at work
      • believing that their opinions count

All of this points to a single, troubling conclusion: Something about today's workplace is failing our youngest workers.

Why? No one knows for sure. But I have a few hypotheses — and a few ideas about what companies can do better, for both their young staffers and their own bottom lines. "If employees aren't engaged, there is likely something about the way their work is designed that's not optimal," says Caitlin Duffy, a research director at Gartner, a consulting firm. "If you can optimize that, then you'll be unlocking all of their potential — as opposed to constraining it by legacy assumptions or processes or things that just don't fit anymore."

First, the factors contributing to the growing workplace disgruntlement of younger generations:

1. Work from home

Jim Harter, the chief scientist for Gallup's workplace-management practice, thinks a big factor is the pandemic-era shift to remote and hybrid work. We might think of Gen Z as the most flexible generation, but as I reported last year, they're actually the least likely to prefer a fully remote schedule. Only 24% of those in their 20s want to work from home all full time, compared with 41% of those in their 50s and early 60s. Which makes sense: People straight out of school typically depend on work for their social lives more than older workers, and they want and need more mentorship and guidance from their managers and more-experienced colleagues. But as the five components I cited earlier indicate, young workers aren't getting that as much from remote and hybrid work. And as a result, work has gotten less fun and less educational for them.

2. The Slack effect

A lot of the tips I picked up as a cub reporter didn't come from formal instruction. It was often accidental, like when I overheard the older reporters sitting next to me debate the newsworthiness of their scoops with their editors. In a remote world, those opportunities have begun to disappear, as face-to-face conversations (which allow for educational eavesdropping) are replaced by Slack messages (which don't).

But the problem runs even deeper than that. In one study, researchers examined the effects of a hybrid schedule at a large company in China that randomly divided its staff into two groups: one that had the option to work from home twice a week, and another that had to come into the office all the time. In the hybrid group, the researchers found, workers sent more messages than their full-time office counterparts — even on days they were actually in the office. Once you start using digital messaging tools, as the pandemic forced so many of us to do, it becomes the preferred way of communicating, even when you're back in the office. We're all Slacking coworkers who sit 5 feet away, instead of going over to talk to them — and that's making it harder for early-career employees to learn by osmosis, even in an office.

3. Unclear norms and expectations

Something else that workers used to pick up informally were the norms and expectations that make up a company's culture. That's much harder to do in remote and hybrid settings, making the experience of joining a new organization more stressful for everyone. And the uncertainty is extra tough for those coming straight out of school, with little knowledge of any professional workplace. When Gartner asked people what was preventing them from going into the office, Gen Zers were more likely than other generations to cite social anxiety.

"It's understandable because in a hybrid world, they can't observe the norms that govern how other employees operate in that shared office space," Duffy says. "Not knowing the norms for the workplace, in terms of conduct or getting work done, can lead to increased anxiety. It also can lead to employees spending time on how to do the work, instead of doing the work itself."

4. Post-pandemic stress disorder

COVID was tough on all of us, but the forced isolation of the pandemic was especially harmful for young people. In June 2021, a McKinsey survey found, Gen Zers were 1.5 times as likely as the average respondent to say they were depressed or anxious. And the stresses of the pandemic come on top of a mental-health crisis among young people that predated COVID.

"I think people are trying to sweep the pandemic under the rug, but what we've all been through has consequences," says Lindsey Pollak, a consultant who is the author of "The Remix: How to Lead and Succeed in the Multigenerational Workplace." "People who had their education or the beginning of their career disrupted, it's going to take a while for them to recover from that."

So how do companies fix this? It's clear that CEOs across the US are aware of the problem. But many of them have resorted to a truly dumb solution: requiring everyone to return to the office. JPMorgan has been enforcing office attendance via badge swipes, and Meta accompanied its recent announcement of 10,000 layoffs with a thinly veiled threat that employees should "find more opportunities to work with your colleagues in person." Both companies cite their young employees as a primary motivation for getting everyone back to their cubicles.

Ironically, though, experts say that forcing young workers to return to the office will only make things worse. Data from Gartner suggests companies that make office attendance optional have a 10% higher engagement rate among Gen Zers than those that require it. And 65% say that their willingness to stay in their jobs hinges partly on whether they can work flexibly. Gallup has also seen some of the biggest drops in engagement among employees who are required to come into the office even though their jobs can be performed remotely. Remote work might pose challenges for young workers, but many of them still prefer a hybrid schedule of their own choosing — and stripping them of that option isn't exactly a recipe for boosting engagement.

"Rigid return-to-office requirements are a big mistake," says Duffy, the Gartner researcher. "We tend to see that actually decreases performance and intent to stay and increases fatigue."

So how can companies raise the engagement of their youngest employees? Here are four suggestions, based on my conversations with the experts:

1. Make coming into the office worthwhile

When it comes to engagement, carrots work better than sticks. The fact that so many people aren't going in to the office says more about the office than it does about them. To boost attendance, companies need to improve the office experience. Reorganize the workplace to create more space for people to collaborate and socialize. Organize more happy hours. Pay for parking and subway fares. Allow people to arrive later, and leave earlier, to avoid rush-hour commutes. In short, inspire people of all ages to work in the office because they actually want to — and help facilitate the social interactions and mentorship that young people are otherwise missing.

2. Spell everything out

Remember that thing about work from home making it harder to pick up on workplace norms and expectations? There's a pretty simple solution to that: Spell them out. When is it OK to decline a meeting invitation? Are you expected to respond to emails on a Saturday night? How polished does a first draft of a memo need to be? Pollak, the consultant, told me about a client who complained that their Gen Z employees were "abusing" the company's vacation policy. When Pollak asked what the policy was, the client said it was to take "a reasonable amount" of time off. In a workplace composed only of old white men, that kind of ambiguity might fly — but not in one with a mix of generations (as well as genders and races and cultural backgrounds) who have different interpretations of what "reasonable" means. "You can't make those assumptions anymore," Pollak says. "It's about clarity and avoiding assumptions."

3. Meaningful 1:1s

Harter, the Gallup researcher, has his own advice for companies: Nurture better managers. As I recently reported, many businesses are running in the opposite direction, getting rid of their middle managers. But these are the very people who can help young workers feel more seen and motivated in their jobs. Sure, the transition to remote and hybrid work has obliterated the old method of management — bumping into employees by the coffee machine and asking about their weekend. But even from a distance, it's still possible for managers to learn what motivates their employees, stay in tune with their ups and downs, and step in early when they start to struggle. Managers just have to be intentional about it — setting up weekly one-on-ones — instead of depending on accidental run-ins at the office. The low engagement of young employees isn't so much about remote work as it is about "how managers are managing them in this new world of work," Harter says. "Whether managers give employees meaningful feedback once a week has multiples more importance than where people are sitting."

4. Give employees a say

I'm generally skeptical of generational differences, but one thing that's struck me about my Gen Z colleagues is how outspoken they are compared with the way I was in my early 20s. (I'm 36, which, for the purposes of this story, makes me old.) Pollak ascribes this to Gen Z growing up with social media. "They're more self-empowered to have a voice," she says. In the old days, she continues, "you would've had to write a letter to the editor or an op-ed to have a national or global voice — now you just have to send a tweet." Companies would do well to keep that in mind, creating opportunities for employees — especially younger ones — to voice their opinions, ask questions, and provide input on all aspects of the business. Senior executives should host frequent all-hands meetings, and HR departments should conduct regular employee surveys. The catch is, executives actually have to listen to the feedback, answer the questions, and take action as a result. Otherwise it's just for show, and engagement will continue to suffer.

I imagine that CEOs, most of whom are baby boomers and Gen Xers, might lodge two objections to my suggestions. The first is: We can't just favor Gen Z.

I'm not suggesting that managers record TikTok dances or use more emojis. (Just to spell out the cultural expectations here: please don't.) My suggestions are targeted to shore up engagement among young workers, but they'd actually be good for everyone. Spelling out workplace norms, for instance, wouldn't just help befuddled 22-year-olds but would also help all the women and people of color and recent immigrants who are currently forced to guess the unwritten rules — and then second-guess those guesses when they don't get the results they hoped.

The second objection I can imagine is: Well, that's a lot of work. Which is true — doing all these things right isn't easy. It's hard for a big, entrenched company to change its ways. So far, though, executives are mostly reverting to their tired old playbooks, like forcing their staff to come back to the office. And when that hasn't worked, they complain that young people are lazy and don't want to work anymore.

They can't see that what worked before just won't work today. The plummeting engagement among young workers, traditionally the most enthusiastic and energetic, is a cry for help — a sign that employers need to find new ways to involve, motivate, mentor, and inspire a new generation of employees. If CEOs are unwilling to do the hard work of adapting their organizations to the new world shaped by the pandemic, it's not their Gen Z and millennial staff who are lazy — it's them.

Aki Ito is a senior correspondent at Insider.

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gen z Millennials Employee Engagement

This trend is also negatively impacting young workers overall.

Drilling into Gallup’s data reveals young workers feel less engaged in key ways, although the reasons are not fully understood.

Work-from-home is prevalent now.

Previously, norms and expectations for company culture were often picked up informally in the workplace.

Organizations must make office attendance purposeful to avoid disengagement.

Expectations such as the quality of the first draft of a memo can be unclear.

When asked about time-off policies, some leaders only offer ambiguous guidance like taking a "reasonable amount" of time.

Resistance to change from CEOs, not laziness of young workers, is hindering adaptation to the post-pandemic workplace.

Employees want to be part of engaged, successful teams.

Title:

Content: COLUMNS

Good company culture retains workers and creates competitive edge. Follow these principles

Emily Rogers
Special to The Ledger

The period described as the Great Resignation that began about a year ago is an ongoing economic trend. A recent CNBC headline stated that a startling 96% of workers will be looking for a new job this year in the hopes of attaining higher wages, the opportunity for advancement, better benefits, more flexibility, a healthier workplace environment, and a role that matters more to them.

This turnover is not only financially costly, it also takes a toll on workplace morale. The burden of enhanced recruiting efforts, onboarding and training add up fast. According to Gallop, the cost of replacing an employee is from one-half to two times the employee’s salary. When a position is vacated, the required duties of that role don’t go away and must be fulfilled by those left behind — increasing the likelihood of burnout and more turnover.

While the reasons for an employee resignation vary greatly and many variables are outside of a company's control, organizational culture is a widespread reason for high turnover that is in a leadership team’s power to influence positively. An employer cannot control a scenario where an employee leaves voluntarily to relocate or reprioritize family care. However, when multiple people resign because they don't feel valued by their boss, connected to the organization’s mission, or respected by their colleagues, this may be a sign that the workplace climate is eroding the ability to retain talent.

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Keeping employees engaged 5 fundamental leadership practices that can help

A healthy organizational culture is a competitive edge. Your business strategy sets objectives and benchmarks that other companies can easily imitate. However, your culture determines how people feel at work and will ultimately create (or destroy) the environment for success.

Quality people want to be part of an engaged and winning team. Workplace environments that stimulate engagement generate higher productivity, and productivity propels performance. Raising pay, offering more flexibility and adding more perks are short-term fixes to a more nuanced retention problem. A toxic culture will not retain even the highest-paid workers.

Here are three timeless principles for cultivating an organizational culture that creates a competitive edge:

Healthy relationships matter

A healthy organizational climate is co-created by an ecosystem of healthy relationships. When coaching leaders and teams, I stay curious about the climate in which they are operating because it’s co-created by everyone and co-owned regardless of rank. The strength of connections between coworkers is highly correlated with the health of the climate and one toxic leader, dysfunctional relationship or actively disengaged employee weakens the entire ecosystem. Asking a leader or team member to draw the constellation of relationships within their organizational system and visually indicate where stronger and weaker connections exist quickly reveals the overall health of the climate and highlights the relationships that need attention. When these relationships are strengthened, trust is built, engagement improves and common issues like ineffective communication and unproductive conflict get resolved and fade into the background.

The keys: safety, connection and respect

Three essential nutrients are required to co-create a healthy ecosystem of relationships: safety, connection, and respect. Drawing from the field of neuroscience and Amanda Blake, author of Your Body is Your Brain, humans are hard-wired to scan their environments and relationships for safety, connection and respect. Just like plants require water, sunlight and soil to thrive, we need safety, connection and respect to flourish. In a workplace, this means that we feel physically and psychologically safe, connected to the people we work with and our common mission, and valued for our unique contributions, backgrounds and differences. We feel seen, heard, understood and safe to be ourselves. When these qualities are scarce in our workplace ecosystem, we languish and struggle to reach our full potential. If your organization has established its core values, revisit them to determine where safety, connection and respect live within those values and expand upon them if necessary. If your team still needs to establish its core values, this is an excellent place to start this vital exercise.

Leaders set the tone

Leaders and managers bring the weather to the ecosystem. Leaders set the tone and managers are your cultural ambassadors. When coaching a leadership team, I often begin with these questions, “What are the weather patterns you're experiencing in your organization? Sunny or cloudy? Turbulent or calm? High pressure or low pressure? And how might you be contributing to those weather patterns?“ How employees feel about the organization is strongly influenced by the "weather" leaders bring to the environment — individually and collectively. The role of today's leaders is much more complex and challenging than just a few years ago. Mid-level managers are often most challenged because they are wedged between the competing wants and needs of their senior leaders and direct reports. As the conduits of safety, connection and respect throughout the organization, mid-level managers' responses to these dynamics strongly influence the organizational climate. Ensuring your managers are trained in how to skillfully respond to these pressures will reduce the likelihood of turnover caused by company culture or an unskilled boss.

The generational shifts that are occurring in our labor force are amplifying the need to make organizational culture a higher priority. The employees that have recently entered our labor force and those that are soon to join them are less tolerant of a toxic boss, a disrespectful environment, a culture that doesn't value growth and development and an organization that doesn't have a higher purpose. This shift will become more pronounced in future years. Organizations that don't utilize these three principles will have a more challenging time retaining talent today and in the coming decades.

Emily Rogers, Founder & CEO of Emily Rogers Consulting + Coaching, is an executive coach, team coach, and leadership development facilitator. She strategically advises and supports leaders and teams in growing and realizing their full potential in purposeful and balanced ways. You can connect with her athttp://emilyrogers.com.

Key needs in the workplace are safety, connection, and respect.

Leaders are now required to navigate more complex challenges than ever before.

Historically, people went to a physical location for work and interacted face-to-face.

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Home / Opinion / Views /  What organizations can get from organized religions

The covid pandemic has changed the workplace forever. Paid work began with the invention of agriculture. Since then, humans have been going to a particular place to work. During the agricultural era it was the farm, during the industrial era it was the factory and during the knowledge era it was the office. After work, humans returned home to rest. Now that work-from-home and hybrid models have been adopted, people live and work at the same place.

The workplace was a space where workers interacted with many others. Several organizations have had their own housing colonies, which saw not only employees but even their families in regular interaction. It was from connections developed during these interactions that the very culture of an organization often evolved. Now with employees working from home, chasms between individual employees and other team members have widened. This is making it difficult for many organizations to foster a feeling of belongingness among their employees.

Remote and hybrid work styles have no large-scale precedent. So there is no past data to show how humans will behave once they work and live in the same place, without much face-to-face interaction with other team members. To unravel these unprecedented situations, it would make sense to go back to the basics, the very beginning of human behaviour.

The first life form on earth appeared some 3.8 billion years ago. In his book, The Strange Order of Things: Life, Feeling, and the Making of Cultures, neuroscientist Antonio Damasio reminds us that the behavioural tendency to form in-groups and out-groups, and then collaborate with the former while ostracizing the latter, existed even in the very first forms of life on this planet. The human brain that evolved over millions of years has assimilated these behavioural characteristics.

An organization that has displayed a close understanding of the basic principles of human behaviour is that of organized religion. So it is not surprising that while even the best organizations managed by modern- day professionals have lasted only for a few decades, organized religions have remained intact for hundreds and even thousands of years. As British philosopher Alain de Botton explains in his book Religion for Atheists, many institutions in the modern city, like restaurants, are adept at gathering people in the same space, but lack the means to encourage meaningful contact among them once they are there. On the other hand, organized religions are good at using their venues to transform strangers into friends. The leaders of these religions know the importance of face-to-face interaction among their followers.

So members of the local community are called together for such interactions at least once a week. These meetings are ideal for activating mirror neutrons and thus facilitating emotional transference among all present.

Taking a lesson from this, other organizations that plan to use a predominantly work-from-home model should make sure that team members who work from their homes should congregate at a place and have face-to-face interactions at least once a week. Else, it would get very difficult to forge emotional bonds among employees we must work together in coordination to achieve goals.

One of the crucial questions that organizations with a hybrid work culture need to answer is: Why should employees come to office at all? They are already doing all their assigned work at home, are they not? Should they come to office to do even more work? Do they come to office to get in-person dressing downs from their bosses?

Organized religion can help organizations answer these questions. They use a tightly choreographed agenda of activities instead of leaving a group to mingle aimlessly on its own during their weekly in-person meetings. Many of the rituals performed at these meetings are meant to generate a sense of bonding between all members of the community. For the benefits of this scenario to be replicated, employees could work at home and attend office to relax and build emotional connections with other team members.

Organized religions take care to target the entire family of their followers. They have a specific focus on various demographic segments, like children, youth, women, etc. With the work-from-home concept now in place, the family members of an employee will have to be kept far more closely in the know of organizational matters than ever before. So it makes sense for organizations to involve the families of employees in their emotional-connection activities. With this initiative, an organization would be able to widen its appeal as an employer and reap the benefits.

Organized religions know that the best way to build belongingness within an in-group is to generate fear of an out-group. Appropriate behaviours that are deemed pleasing to God are usually spelt out clearly. Behaviours classified as being inspired by the devil and therefore inappropriate are also conveyed clearly. Also, ‘us’ versus ‘them’ is the constant refrain of many a religion. Organizational leaders could take a cue and create a ‘devil’ that the organization does not want to be associated with. Exhorting team members to resist the diabolical designs outlined for reproach could help leaders create a sense of belongingness among members of an in-group.

Work-from-home could be considered the assembly line of the 21st century, given its significance to economic production. But what must be avoided is the emotional barrenness of traditional assembly lines as remote work becomes the order of the day.

Biju Dominic is the chief evangelist, Fractal Analytics and chairman, FinalMile Consulting

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Remote and hybrid work have no precedents at scale.

There’s uncertainty about whether employees come to the office just for supervision.

Workplaces can sometimes foster in-group belonging by instilling fear of out-groups.

Multi-generational team management is a struggle for leaders and managers.

Title:

Content: These Strategies Will Help You Manage And Lead Multigenerational Teams To Success

One of the most pressing challenges facing managers today is effectively leading multi-generational teams.

Written By Chelsea C. Williams, Founder & CEO, Reimagine Talent Co.

One of the most pressing challenges facing managers today is effectively leading multigenerational teams. With five generational cohorts in today’s workplace–traditionalists, baby boomers, Gen Xers, millennials, and Gen Zers–each brings unique experiences, values, and approaches to work.

Fostering harmony and collaboration among these diverse cohorts is essential for business and team success.

As a founder and CEO, my team and I work with leaders and managers who struggle with multigenerational team dynamics. As retirement patterns shift, individuals are working longer than ever before. Baby boomers and traditionalists are still working because of the COVID-19 pandemic and financial need; this is especially true for communities of color. Meanwhile, Gen Z is hungry for opportunities to advance quickly and move into leadership roles. All generations can become easily frustrated by a lack of understanding of their younger or older co-workers.

All organizations can benefit from learning to lead across generations to build, engage, and retain a multigenerational workforce.

Understanding Each Generation

First, let’s take a moment to clarify what generational analysis means and how it is used to help shape insights into the different cohorts in today’s workforce and workplace.

Now let’s look at the Pew Research Center’s findings about each generation and a few characteristics that affect their work styles and expectations from managers:

Generation Z, born 1997-2012:

  • Accustomed to change and expects it in the workplace.
  • Values in-person interactions.
  • Seeks feedback on a frequent, ongoing basis.

Millennials, born 1981-1996:

  • Wants to be coached and mentored.
  • Prefers collaborative and technology-centric training.
  • Must be in alignment with company values.

Generation X, born 1965-1980:

  • Views change as a vehicle for opportunity.
  • Embraces a hands-off management policy.
  • Is entrepreneurial and results-oriented.

Baby Boomers, born 1945-1964:

  • More reserved in communication style.
  • Values traditional instructor-led courses or self-learning tools.
  • Appreciates managers being ethical, fair, and consistent.

Traditionalists, born before 1945:

  • Believes in hierarchical management styles.
  • Has a strong work ethic and loyalty to an employer.
  • Slow to adapt to new technology.

Values Vary Across Generations

First, let’s recognize that employees’ values vary across generations. What constitutes success, fulfillment, and recognition in the workplace differs significantly from generation to generation. Therefore, adopting a one-size-fits-all approach to management is not effective. Instead, managers must tailor their strategies to accommodate each generation’s diverse needs and expectations.

At Reimagine Talent, we are seeing our clients diversify their benefit options, like retirement, 401(K) savings, and student loan repayment, to appeal to younger and more seasoned employees.

We have heard from many students and early career professionals who decide where to work based on an organization’s social image, commitment to “do good,” and team diversity. Many Gen Zers from underrepresented communities have said they do not want to be a company’s “one and only” minority representative.

Furthermore, external realities, such as social, political, and environmental factors, impact each generation differently. While older generations may have experienced similar challenges in wars and economics today, younger generations, like Gen Z, confront these issues with fresh and inexperienced perspectives. Understanding how these external factors shape each generation’s worldview is crucial for effective leadership.

Different Communication Preferences

For managers from older generations, integrating Gen Z and Gen Alpha members (those born entirely in the 21st century) into their teams requires an understanding of the evolving nature of work. Significant differences exist in how these younger generations access and consume information compared to their predecessors. Platforms like YouTube and TikTok are central to shaping their perceptions and behaviors. According to SocialPilot, it’s estimated that 96% of Gen Z and 87% of millennials in the U.S. have a YouTube account.

Managers must adopt a dual role of overseeing and guiding younger team members, providing mentorship and coaching while sharing best practices to support their professional development. By embracing the shifting trends and preferences of younger generations, managers can create an environment conducive to collaboration and growth.

What resonates with one generation may not satisfy another. Use various methods, from in-person and written interactions with older generations to chat platforms and short video announcements with younger workers.

Consider expanding the communication mediums on your team and, most importantly, ask each team member what communication works best for them. In cases where your team may be hybrid or fully remote, this focus on clarifying communications becomes vital in building a strong team culture.

Challenges Facing Older Vs. Younger Generations

Another important factor to consider with a multigenerational team is the personal challenges that may affect their work, finances, and mental health. Be cognizant of life stages and challenges and offer resources and guidance to help your team through them.

Personal finances, economic climate/job opportunities, mental health, and climate change worries impact younger generations. There’s a growing mental health crisis for everyone, but especially younger generations. The Thriving Center of Psychology reported that 1 in 4 Gen Zers and millennials said their mental health declined in 2023, and more than half reported they are going or have gone to therapy. Managers should be mindful of mental health needs and willing to provide reasonable accommodations for some team members.

On the other end of the spectrum, older generations are impacted by concerns about reaching or achieving retirement, receiving fair compensation as they age, having work flexibility to slow down or reduce hours, and stress about using advanced and new technologies. In a recent retirement survey by Schroeders, 61% of non-retired Gen Xers were not confident in their ability to achieve a dream retirement, and 84% of Gen X respondents were concerned or terrified about not receiving regular paychecks. Many older workers plan to work for as long as they can simply because they must. Managers can help alleviate some of this stress by providing financial resources and having open, honest conversations about job security.

Build a Culture of Inclusion

One generational shift that has caused tension in the workplace is the heightened conversations and actions toward diversity, equity, and inclusion.

Fostering a diversity, equity, and inclusion culture is critical for all generations to feel supported and valued at work. When done well, diversity, equity, and inclusion initiatives serve as the bridge in bringing people of differences together toward a common goal. As one example, Employer Resource Groups (ERGs) are a great way for organizations to help create welcoming environments and advance business priorities. For one of our clients at Reimagine Talent, ERGs help bring generations together through powerful educational programming offered to all employees. During Disabilities Awareness Month, three ERGs worked together to shed light on accessibility at work and provided practical resources to help employees advocate for people with disabilities.

Advice for Millennial Managers

As a millennial founder & CEO, I am in the middle of the generational spectrum. I have been challenged with navigating the dynamics between younger and older team members. I’ve learned how important it is to be mindful of differing experiences and approaches to work. Through this journey, I have learned much and seen my leadership skills evolve by simply asking questions, being flexible, and maintaining transparency.

While drawing on established best practices like respect, promptness, and thoughtfulness, millennial managers should remain open-minded to evolving trends with Gen Z team members, such as using A.I. technologies and the gig economy. Flexibility, adaptability, and a willingness to embrace change are essential for millennial managers leading multigenerational teams.

Each generation brings value to your organization. The significance of multigenerational diversity extends beyond your internal teams. As employees and consumers, all generations play dual roles in shaping business success. A multigenerational workforce provides a competitive advantage, offering a deeper understanding of diverse consumer segments. By harnessing insights from different generations, you can create strategies that resonate with today’s growing customer segments.

Navigating multigenerational teams requires self-awareness and the desire to build the bridge within your team! Managers can cultivate team harmony by recognizing and leveraging each generation’s unique strengths and preferences to drive productivity, innovation, and organizational success in 2024 and beyond.

RELATED CONTENT5 Tips For Managing Workplace Conflict

Chelsea C. Williams, an entrepreneur, workplace educator, and mentor, is the founder & CEO of Reimagine Talent Co., a national talent development firm based in Raleigh, NC. Her national team empowers employers, educational institutions, and nonprofits with high-impact HR & career development solutions that support employee engagement, development, and retention.

Chelsea is a trusted contributor to CNBC, Fast Company, Investment News, Insider, and Forbes, focusing on leading multigenerational teams and developing Generation Z. She’s a 2021 Forbes Next 1000 Award recipient, 2022 Tory Burch Entrepreneurial Fellow, and 2023 Entrepreneurial Impact Awardee by J.P. Morgan Chase Commercial Bank and Women Presidents Organization (WPO). She is passionate about redefining workplaces through innovation and inclusivity.

Chelsea is based in Raleigh, North Carolina.

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Financial necessity drives many older employees to continue working.