Is The Next Generation Really 'Doing It Wrong,' Or Are We Missing The Bigger Picture?
Rethinking how you look at the next generation!
In recent years (and probably forever), the conversation around leadership, mentoring, and parenting has increasingly taken on a critical tone. Articles, podcasts, and even casual discussions often seem to focus on one thing: telling younger generations how they should be doing things, or worse, pointing out everything they’re supposedly doing wrong. Whether it’s about work ethic, career choices, or how they approach life in general, there’s no shortage of negativity aimed at Gen X, Y, and Z - and even the youngest among us, our children.
Hmm: I’m not sure that’s the healthiest definition of leadership, mentorship or parenting?
Instead of constantly trying to correct or control the way these generations operate, perhaps it’s time we take a step back and question ‘our’ approach (not theirs). Could it be that the issue isn’t with how they’re doing things, but rather with our inability to adapt to the evolving world they’re inheriting? Could our insistence on sticking to the old ways be what’s truly holding us back? Or is the age-old concept of ego getting in the way (again)?
Challenging the notion that the younger generations need to conform to outdated expectations, it’s time to rethink leadership, mentorship, and parenting - not by clinging to the past, but by embracing the change and innovation these generations bring.
Change is going to happen, with or without you!!
Whether it's about work ethic, resistance to traditional office settings, or even how we guide our children, there seems to be a pervasive sense of frustration - and, frankly, hypocrisy. Let’s address the elephant in the room: the next generation ‘is’ the future workforce, the next wave of consumers, and they’ll shape the world in their own way.
The entitlement to think that our way is the only or the right way, needs a serious reevaluation. We’ve all heard the complaints:
“They don’t want to come into the office; they’re lazy.”
“They don’t work hard enough; they just want everything handed to them.”
“They’re too sensitive and can’t handle tough feedback.”
These statements reflect a mindset stuck in the past. Take, for example, the backlash against remote work. Despite the undeniable success of remote and hybrid models during the pandemic - boosting productivity, reducing overhead costs, and improving work-life balance - some leaders are still insisting on rigid, office-bound structures. Why? Because “that’s the way it’s always been done.”
Or consider the resistance to new technology. I’ve seen leaders dismiss the value of social media, digital marketing, or even AI because it’s outside their comfort zone. They often cling to outdated practices that are no longer effective in today’s fast-paced, tech-driven world. This resistance not only stifles innovation but also alienates younger talent who are eager to leverage these tools.
And let's not forget the paternalistic attitudes that creep into our personal lives - like fathers forbidding daughters to date or pursue certain careers because “they know better.” This kind of overprotectiveness isn’t just outdated; it’s a failure to trust the very people we’re supposed to be nurturing and guiding.
The reality is, whether we accept it or not, they’ll do it differently - and that’s okay.
Our role shouldn’t be about commanding and controlling (and most definitely not ignoring); it should be about teaching and guiding. The wisdom we’ve accumulated is valuable, but it needs to be shared in a way that empowers the next generation rather than stifling them.
Take mentorship, for example. Too often, I’ve seen mentorship framed as a one-way street where the mentor imparts all the knowledge, and the mentee is expected to absorb it passively. But mentorship should be a two-way dialogue. We need to be open to learning from those we mentor, understanding their perspectives, and appreciating the fresh insights they bring to the table.
Another area where this mentality needs to shift is in leadership. Too many leaders still operate on a “command and control” model, expecting blind obedience rather than fostering a culture of collaboration and innovation. This is particularly evident in how some leaders handle feedback - dismissing the voices of younger employees as naive or out of touch. In reality, these voices often highlight critical issues that the leadership is too entrenched to see.
It’s time to shift from a mentality of denial to one of empowerment.
We need to recognize that just because we did things a certain way, it doesn’t mean it’s the best or only way. The next generation is not just the future workforce; they are the architects of tomorrow's world. Our job is to equip them with the tools they need, not to shackle them with our outdated expectations. Leaders should focus on development, on learning alongside this next generation, and on building mutual respect.
We need to embrace a new mentality where we teach the ‘why’ behind our methods, but also stay open to the ‘how’ of their approaches. It’s about passing on expertise while remaining flexible and adaptive, not rigid and dismissive.
For instance, instead of criticizing younger workers for their desire for work-life balance, why not learn from it? They are showing us that burnout isn’t a badge of honor and that mental health matters to them. By embracing this perspective, we can create workplaces that are not only more humane but also more productive in the long run. It doesn’t matter if we agree or disagree, it’s about accepting that maybe (and, most likely) there’s a different way.
Similarly, instead of resisting new technologies or ways of working, why not explore them together? The rise of digital nomads, the gig economy, and the emphasis on purpose-driven work are not threats - they’re opportunities. By engaging with these trends, we can stay relevant and competitive in a rapidly changing world.
And I’m not even going to expand on the hypocrisy in parenting…we did exactly what they are doing, just in a different time and different way. They’ll do it with or without your support, so it’s time to learn to accept, engage and understand; rather than command, control and combat.
Leaders should develop and adapt, not dictate. Mentors should guide, not answer. Parents should teach, not restrict.
We need to pass on our expertise, but also remain open to how the next generation thinks, works, and innovates. They’re the ones who will carry the torch forward. Our legacy should be one of empowerment, not of control. It’s time to embrace the change that’s coming and be part of shaping it - together with the next generation.
A personal encounter:
To bring this point home, let me share a deeply personal experience that perfectly encapsulates what I’m advocating for. Over the past three years, I’ve had the incredible opportunity to not only work with, but also travel the world with my 21-year-old daughter. Together, we’ve circumvented the globe over 12 months of traveling together, started two global businesses while working remotely (that align with the above philosophy). This journey has been as much about growth and learning as it has been about building something meaningful and lasting and more importantly supporting and developing a ‘global change-maker’. At the same time, my other daughter has taken a completely different path, and hit hurdles of monstrous proportions, however, handled it in a way that even the most experienced, aged, angelic individuals on the planet would, or even could.
But here’s the twist: my daughters have been as much mentors to me, as I have been to them (you can ask either about this). Our relationships have evolved into a something where we each take turns leading and following, depending on the situation. Parenting has transitioned from a role of authority to one of engaging acceptance, where I pass on my experience to aid in their decision-making process, but I’m also constantly learning from their fresh perspectives and innovative ideas. There are times I’ve benefited from their support and guidance, as much as they have mine.
The result? dynamic, thoughtful, intelligent, and world-changing leaders who I’d be proud to work ‘for’ any day. Our professional relationships are as engaging as they are effective, and our personal relationships are just as dynamic. We’ve built a mutual respect that extends across both business and personal life, united by a shared drive to make the most out of every opportunity that comes our way.
But the story doesn’t end there. Both daughters have taken on the role of mentoring their peers as well as the next generations, teaching them how to bridge the generational divide in a way that doesn’t involve fighting, arguing, or constant pushing back. Instead, they’re showing them the power of working together - using a mindset that combines the energy and innovation of youth with the wisdom and experience of the past. This approach creates unbridled opportunity and paves the way for significant, transformative change.
This experience has taught me firsthand the value of letting go of outdated expectations and embracing the change that the next generation brings. It’s proof that when we allow ourselves to both lead and be led, to teach and to learn, to be vulnerable, transparent and honest, admit mistakes, accept that we know less than we think we do - that we create not just strong relationships but powerful, world-changing partnerships. And in doing so, we prepare the next generation not just to take on the world, but to reshape it in ways we never imagined possible.
It’s only one minor example, but something to think about in your next encounter as a leader, mentor or parent! We need to do better!
(And please remember, Not here to tell, sell, or compel, just spark impactful questioning of all things)