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In the previous article, we talked about how Gen Z is beginning to enter the work force in significant numbers and introduced a framework for understanding generational change in the workplace. The main takeaway was that managers need to understand how the workplace will evolve over the next several decades due to these changing demographics. Now we turn to offer advice to managers who have (or will soon have) Gen Z employees, which is pretty much every manager. Articles and media that discuss these sort of intergenerational topics often sound ridiculous, as if they were written for a textbook explaining

Many years ago, a wise older relative who served as a mentor spoke to me about the importance of understanding generations and generational shifts. Awareness as to how you fit into your own generation’s prevailing ideas, attitudes, and methodologies (or don’t), and how those things comport with those of other generations (or conflict with them), is one of the most valuable skills anyone can have. It helps you navigate virtually every area of social life such as geopolitics, interpersonal and familial relations, cultural movements, and of course, business. WHO ARE GEN Z? There are substantial personnel changes coming to the

You can’t go near the business press these days without hearing terms like ESG (Environmental, Social, and Governance) or Stakeholder Capitalism. Businesses, particularly larger corporations and Wall Street firms, have increasingly found themselves in — or in many cases, inserted themselves into — major social issues and trends that go beyond the traditional business aspects of business. At the same time, there is a robust and vocal anti-movement opposing these changes for a variety of reasons ranging from alleged commercial inefficiency up to taking a firmly opposite stance. As a business leader in 2023, how are you supposed to navigate