Latest news with #RobertColeman
Forbes
4 days ago
- Business
- Forbes
How To Engage Gen Z Workers More Effectively
Companies must stop avoiding Gen Z hires and meet this generation where they're at. With the right support, Gen Z can accomplish great things Like it or not, Gen Z is the future of work. By 2030, they're projected to make up 30% of the workforce—a number that will only rise as older generations continue to retire. But are today's young people really equipped to thrive in the workplace? Many leaders, burned by bad hires, are so turned off by this generation that they'll even avoid hiring Gen Z altogether if possible. But someday, that won't be possible. Even if Gen Z has significant gaps in their professional skills and office etiquette, someday they'll be the only option. The question is not 'Will we hire Gen Z?' but rather, 'How will we address Gen Z's gaps to prepare them for great careers?' It starts with meeting these younger workers on their own turf, which may not be where we expect. 'Looking at the research, I don't believe it's a case of younger generations not being motivated or unwilling to work,' says Robert Coleman, Ph.D, Director of Research and Thought Leadership at Dale Carnegie. 'Rather, Gen Z is driven by intrinsic motivators—they seek purpose, alignment with values, opportunities for growth and a sense of impact in their roles. This differs from the more traditional business mindset focused on production and profit, which many current leaders were shaped by in their own careers.' Coleman and I recently connected to talk about where Gen Z is landing on the big issues facing the workforce today: AI, leadership, quiet quitting, soft skills and more. Here's what we discussed. Gen Z on AI Gen Z's vibe on AI is mixed, but their generation is currently the most positive about its impact. 'According to Dale Carnegie research, there's a clear downward trend from Gen Z to Boomers in terms of AI engagement and influence,' says Coleman. 'Gen Z, along with Millennials, are more likely to say that the technology they interact with on the job makes them more efficient: 20% of Gen Z and 18% of Millennials agree with that statement, compared with just 10% of Gen X and 11% of Boomers. 'They're engaging with these tools more often and more fluidly, and they're using them to their advantage.' Gen Z's higher engagement with AI tools holds true regardless of whether they're leaders, managers or individual contributors at their company. Coleman believes their comfort level with the technology will only grow as they build their careers—but also warns of AI's generation-polarizing potential. 'Older generations risk becoming further disconnected unless organizations are actively working to bridge the gap through upskilling and inclusion,' he says. 'AI is an incredible asset, but it needs to be balanced with the wisdom, experience and human insight that older generations bring to the table.' AI presents a perfect opportunity for cross-generational collaboration to thrive. 'When you pair Gen Z's digital fluency with the expertise of more tenured workers, the return is far greater than what either group could achieve alone,' says Coleman. Where are the Gen Z leaders? According to recent research by Deloitte, only 6% of Gen Z workers currently aspire to senior leadership roles. Companies must change this to avoid a serious leadership deficit in coming years. 'If Gen Z workers don't see themselves in traditional leadership models, we have to question whether the models themselves need to evolve,' says Coleman. 'Many Gen Z professionals are turned off by the idea of leadership because they associate it with burnout, politics or inauthenticity.' To reverse this trend, says Coleman, organizations need to reframe leadership as a space for influence, values-driven decision-making and real impact. 'If Gen Z can see leadership as a way to live out their values (vs. compromise them), they may be more willing to step up.' Quiet-quitting Gen Z Gen Z invented quiet quitting as a way to stave off burnout without actually quitting. I'm among those who think quiet quitting can be a good thing—but it's not without its pitfalls. 'If younger generations avoid leadership pathways through 'quiet quitting' or opting out of formal roles, they may also be opting out of the training and development opportunities that help people grow over time,' says Coleman. 'At some point, another generation is going to enter the workforce behind them—then another—and if Gen Z hasn't stepped into management or leadership roles, they may find themselves underprepared to guide or develop others.' Coleman argues that it's also worth thinking about this issue generationally. 'Gen Z tends to have high expectations for what they want in a leader—things like empathy, communication and authenticity—but if they don't step into those roles themselves, they may not get the chance to deliver on those expectations when it's their turn,' he says. While stepping away might help avoid the short-term frustrations of managing in today's environment, Coleman points out that it also removes them from the conversations and decisions that shape what leadership looks like going forward. All of this is true, and yet it's up to current leaders to assess (and solve) why their Gen Z workers may see quiet quitting as their best option. The Gen Z question: 'Why?' In my work with educational institutions and communities, I call today's young people the Why Generation, because that's the question they're always asking. Coleman has made the same observation. 'Gen Z is more vocal about asking questions—they want to know 'why?',' he says. 'They want to see the bigger picture, to understand the reason behind something, and see the connection between action and outcome in the workplace from an intrinsic viewpoint, instead of a profit-driven point of view.' According to Coleman, that can either be a pain point or an opportunity, depending on an employer's mindset. 'But if a leader is open to it, that questioning can actually help surface processes or tasks that may have become inefficient or unnecessary over time,' he says. 'If you can't clearly explain the 'why' behind a particular workflow, maybe it's time to reevaluate it.' Gen Z's inquisitive nature, far from being a liability, can become an asset for forward-thinking organizations. Gen Z's soft skills gap Rightly or wrongly, Gen Z has already acquired a reputation as lacking the soft skills that are so vital in today's workplace. People with strong professional skills can be hard to find, but as Coleman says, that's not just a Gen Z issue. 'Across all generations, Dale Carnegie research shows that strong communication, emotional intelligence and other professional skills are in demand and often underdeveloped,' he says. What may be making this more visible with Gen Z is the rapid development and pace of change in the tech era. 'The gap between technical expertise and human-centered soft skills seems to be widening,' says Coleman. 'Employers might hesitate if they feel younger workers can't navigate professional environments or manage interpersonal dynamics effectively—but that's an opportunity for development, not a reason to write them off.' One professional skill that is sorely needed across all industries, job titles and generations is communication. 'The ability to communicate effectively seems a very simple concept, but our research shows that implementing and maintaining a culture of effective communication in practice is lacking,' says Coleman. 'Gen Z's desire for meaning, clarity and connection makes this kind of training particularly relevant. The tension between what Gen Z is asking for and how older generations perceive it may not be a generational gap in values—it may be a communication gap.' Closing this gap for all workers, not just Gen Z, will help create an environment where everyone feels heard and understood, says Coleman. 'And that can make a big difference in how Gen Z shows up at work: more confident, more engaged and more likely to stay.' Meeting Gen Z where they're at Gen Z has a lot to offer at work, but first we need to understand what will drive their highest performance. More often than not, it's a vision for making a positive difference in the world—not just in the profit margins. 'The key is finding common ground,' says Coleman. 'That starts with understanding where each generation is coming from, what has influenced their expectations and why they approach work the way they do.' Letting go of where we think Gen Z should be and accepting the reality of where they're at is the way forward. Because when we meet them where they're at, together we can all move forward.
Time of India
5 days ago
- Business
- Time of India
Why Gen Z is quietly rejecting leadership roles? Experts suggest how companies can win them back
In today's multigenerational workforce, a surprising truth emerges: Gen Z isn't ignoring ambition—they're redefining it. According to a Deloitte repor cited by Inc., a mere 6 percent of Gen Z professionals aspire to climb to executive roles. For them, leadership often means burnout, bureaucracy and a loss of authenticity. But what if we saw it instead as a path to real impact? Dr. Robert Coleman, Research Director at Dale Carnegie , believes the key is reframing leadership in terms that resonate. 'Gen Z is motivated by purpose, transparency and personal growth,' he explains. Organizations that link leadership to these core values—rather than to hierarchy—can shift perceptions and ignite enthusiasm. Make Them Architects of AI Strategy Digital fluency is Gen Z's native language. Dale Carnegie's research shows 20 percent of Gen Z workers feel workplace technology boosts efficiency—double the rate of Gen X. Coleman urges companies to involve Gen Z in AI rollouts: 'When Gen Z feels like they're part of something transformative, they're more likely to stay engaged and see leadership as a natural next step.' by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like Cardiologist: The Best Method for a Flat Stomach After 50 (It's Genius!) Lulutox Elevate Soft Skills for Authentic Influence Tech mastery alone doesn't prepare one for leadership. Coleman notes that while soft skills are in demand, they're often underdeveloped. 'Gen Z wants to feel heard and understood,' he says. Soft skills training built around empathy and connection can empower young professionals to lead in line with their values—showing that influence doesn't require sacrificing authenticity. Watching leaders who work with transparency, balance and empathy gives Gen Z permission to step up. 'Leadership doesn't have to mean a corner office or 60‑hour workweeks,' emphasizes Coleman. By highlighting inclusive, value-driven models, companies encourage young employees to envision themselves not as reluctant foot soldiers—but as empowered change-makers. MORE STORIES FOR YOU ✕ « Back to recommendation stories I don't want to see these stories because They are not relevant to me They disrupt the reading flow Others SUBMIT Leadership That Lasts The benefits of this shift are twofold: Gen Z gains meaningful growth, and organizations cultivate leadership styles designed for the modern workplace. As Coleman asserts, 'The goal isn't to force Gen Z into old molds. It's to co‑create new models of leadership that reflect the world they want to build.' The result? A workforce where purpose and performance grow in harmony—and trust becomes the cornerstone of collaboration.
