Relationships at Work - The Leadership Guide to Building Workplace Connections and Avoiding Blind Spots.
Relationships at Work - your leadership guide to building workplace connections and avoiding blind spots.
A relatable and honest show on leadership, organizational culture and soft skills, focusing on improving employee engagement and company culture to inspire people to apply, stay and thrive.
Because no one wants leadership that fosters toxic environments at work, nor should they.
Host, speaker and communications leader Russel Lolacher shares his experience and insights, discussing the leadership and corporate culture topics that matter with global experts help us with the success of our organizations (regardless of industry). This show will give you the information, education, strategies and tips you need to avoid leadership blind spots, better connect with all levels of our organization, and develop the necessary soft skills that are essential to every organization.
From leadership development and training to employee satisfaction to diversity, inclusivity, equity and belonging to personalization and engagement... there are so many aspects and opportunities to build great relationships at work
This is THE place to start and nurture our leadership journey and create an amazing workplace.
Relationships at Work - The Leadership Guide to Building Workplace Connections and Avoiding Blind Spots.
Gen Z at Work: The Leadership Wake-Up Call
Are Gen Z’s workplace demands really the problem, or is it leadership's resistance to change?
In this episode, we break down common stereotypes about Gen Z and reveal how adaptability, transparency, and inclusivity can transform generational challenges into opportunities for growth. Maybe the real question isn’t about them—it’s about us.
And connect with me for more great content!
Welcome back to Relationships At Work – Your leadership guide to building workplace connections and avoiding blind spots.. I’m your host Russel Lolacher
I’m a communications and leadership expert with a couple of decades of experience and a heap of curiosity on how we can make the workplace better. If you’re a leader trying to understand and improve your impact on work culture and the employee experience, you’re in the right place.
This mini-episode is a quick and valuable bit of information to help your mindset for the week ahead.
Inspired by our R@W Note Newsletter, I’m passing on to you…
Maybe We’re the Problem, not Gen Z
Stop me if you've heard these before. Hell, they could have even come from our own mouths at one time.
"Gen Z doesn't want to work."
"Gen Z can't commit to one job."
"Gen Z act like they're entitled before they've even earned anything."
"Gen Z is too sensitive. I can't give them honest feedback."
They, they, they. It's an interesting approach to leadership when these become common phrases. I've heard them. I'm sure you have too. And it hurts my heart because these phrases don’t say “good leadership” to me. They scream “I’m inflexible. I don’t want to learn. And it’s all about me.”
Gen Z is definitely a different generation than those that have come before. And that's to be expected. Isn’t every generation?
Some of those common traits - tech-savy, desire for meaning from their work, emphasis on work-life balance and mental health, entrepreneurial (don't want jobs, want opportunities), preference for flexible work, demand for diversity/inclusivity, focus on learning and on and on.
Of course I'm generalizing but this does ring true.
As true leaders, we can't put any blame on others, regardless of generation or their preference in work, for being different than us. Leadership leads, regardless of who they're leading. So when I hear anyone saying these remarks, I question their adaptability, their resilience, their ability to connect, to listen, to motivate, to engage... to lead.
We can't talk of diversity, inclusivity, equity and belonging and then demand our teams work like we work. Or as we prefer. That's missing the point.
I recently talk to Graham Abbey, Chief Executive of a learning consultancy and Director of Executive Education and Lifelong Learning and Professor in Practice for the University of Bristol Business School for an upcoming episode. In our conversation it came up that younger generations are great with complexity but don’t have life experience. While those older, senior generations have lots of life experience but don’t want complexity.
This I think says a lot about what’s missing in our ability to connect. As leaders, we have to step up and embrace a little complexity. Couple that with our experience and we can really help to engage with GenZ and younger generations.
So how do we combat those natural assumptions that come from unconscious bias?
1. Foster a Transparent and Supportive Environment - prioritize clear communication and safe spaces for regular feedback so we can understand each other. Couple that with mentorship programs that connect Gen Z team members with generational mentors and we're on the right path.
2. Offer Career Development and Growth Opportunities - offer training and coaching programs to grow our team members, assign meaning & challenging projects to them so they learn and show off their abilities. Make sure we're rewarding and recognizing them too.
3. Create a Flexible and Inclusive Work Culture - ensure there's flexibility in work hours and that it's about results, not being chained to a desk. Celebrate differences and collaboration and make sure all work is tied to value (specifically to customers, not to the CEO).
So with that understanding, we may become their biggest champions.
"Gen Z doesn't want to work."
Becomes: Gen Z wants to work, they just want feel like it matters.
"Gen Z can't commit to one job."
Becomes: Gen Z is commited to jobs that they can grow and learn in.
"Gen Z act like they're entitled before they've even earned anything."
Becomes: Gen Z are entitled to feel that they matter, that we have a plan for their employee journey and we are part of that journey.
"Gen Z is too sensitive. I can't give them honest feedback."
Becomes: Gen Z is sensitive to feedback that doesn't take into account that they are humans wanting to do good.
Some of the most effective, passionate, innovative people I've met are Gen Z. Some of the most entitled, uncommitted and sensitive people I've met, weren't. We need to focus on the individuals, not the labels, in building relationships and a healthier organization.
Consider that maybe Gen Z isn't too difficult to work with, maybe we're too difficult to work for?
