Building Professional Relationships

GenZ isn’t quitting jobs. They are quitting managers who can’t explain the work. In many exits, GenZ didn’t leave because the work was hard. They left because the work was confusing. Confusing roles. Unclear expectations. Uncertain growth. A title may sound impressive, but it doesn’t answer questions like: 👉 What am I actually responsible for? 👉 How is my performance measured? 👉 What happens if I do well here? When these questions stay unanswered for too long, disengagement starts. GenZ usually looks for clarity in four key areas: ✅ Role clarity What work do I own? Where does my accountability begin and end? ✅ Expectation clarity What does “good performance” really mean in this role? ✅ Growth clarity Is this role helping me build skills, or just fill time? ✅ Communication clarity Who do I go to for feedback, decisions, and direction? When companies miss this, GenZ often exits early, not out of impatience, but self-awareness. And this is where many organizations misread the situation. They assume GenZ: ❌ Lacks loyalty ❌ Wants fast promotions ❌ Keeps switching without reason In reality, they don’t chase titles. They chase clarity. They would rather leave a role with unclear direction, and poor communication, than stay stuck under a big designation that offers no learning. For companies, the takeaway is simple, If you want GenZ to stay longer: ✔️ Define roles clearly ✔️ Set expectations early ✔️ Talk openly about growing Do you think clarity could solve most early GenZ exits in your team? Please share thoughts in the comments section. Follow Priyank Ahuja for more such insightful content. LinkedIn LinkedIn News India

I had lunch with an exec last week who told me, "These Gen Z employees are so disloyal. They're gone in 18 months no matter what we do." 🙄 I asked what career development they offer. "We do annual reviews," he said proudly. No wonder they're leaving. Gen Z is 2x more likely to quit over lack of development opportunities compared to Boomers. Nothing to do with "participation trophies" or "entitlement" either. It's simple economics. Boomers entered a job market where loyalty was rewarded with pensions and steady advancement. Gen Z entered a completely different reality: ‣ Company loyalty died in the 2008 recession ‣ Skills expire faster than ever before ‣ The career ladder has become a career web They're not disloyal. They're adapting to the world we created for them. When I dig into companies with high Gen Z retention, I find that they've reimagined career development for today's reality. They're offering ↳ Skills-based advancement, not just title promotions ↳ Continuous learning, not annual training ↳ Career flexibility, not rigid ladders The companies winning the talent war aren't complaining about Gen Z's expectations. They're meeting them. Because these expectations will soon be everyone's expectations. #FutureOfWork #GenZRetention #CareerDevelopment #SkillsEconomy

74% of managers say Gen Z is the hardest generation to work with. I manage Gen Z. I am Gen Z. Here's my perspective 👇 I'm Gen Z. I manage Gen Z. And I see exactly what the reports describe. Gen Z changes jobs more frequently than previous generations. In our company? We have people who've stayed 3–5 years. Why? I don't fight who Gen Z is. I started building a company around who they are. According to data (Deloitte 2025, 23,482 respondents): → 89% of Gen Z want a job with purpose, not just a paycheck → 48% don't feel financially secure (up from 30% the year before) → More than half live paycheck to paycheck This isn't a lazy generation. It's a generation that grew up through crises. Recession, pandemic, war, inflation. Their whole adult lives have been defined by uncertainty. They've also seen their parents work themselves to exhaustion for little reward. Of course they want flexibility and financial safety. 💡 The biggest mistake companies make? They assume Gen Z doesn't want to work hard. Gen Z does want to work hard, but on their own terms. 59% believe AI skills are important for career advancement. But 86% say soft skills like communication, leadership, and empathy are even more critical. Gen Z isn't running away from work. They're running away from places where they can't grow. → What works in my company? Autonomy with accountability. Everyone knows what's expected of them, but has freedom in how to deliver it. We don't count hours. We count results. Financial and decision-making transparency. Everyone has access to all documents. Everyone sees where we stand. That builds trust. Flexibility as the default. Remote, asynchronous, at the hours that work for you. The purpose of work is clear. Everyone knows why we do what we do. ESOP for everyone. Everyone owns shares. You're not an employee, you're a co-owner. → The hardest part about managing Gen Z? They expect honesty. You can't lie to them with slogans like "we're a family" while paying minimum wage. Gen Z has the internet. They'll check your before sending a CV. You can't preach values and not live by them. They'll spot it in a minute and leave. Why do companies "have a problem" with Gen Z? Because Gen Z has a problem with companies that: – Pay less than it costs to live – Demand mentorship but give managers no time to mentor (managers spend only 13% of their time developing people) – Say one thing and do another Reports say "Gen Z is difficult." I see "Gen Z doesn't tolerate nonsense." 💭 My perspective as a Gen Z founder: They're a great generation for any organization that wants to grow. Fast, curious, honest, unafraid to speak their mind. But stop trying to fit them into 1990s systems. They won't stay 40 years in one corporation. They won't pretend work is their life. And that's okay. If your company "has a problem with Gen Z" maybe the problem isn't Gen Z. — Follow me (Wiktoria Wójcik) for more on Gen Z, gaming & product — from someone living it.

Gen Z isn’t just asking for more flexibility at work. They’re asking for connection. And they’re hungry for it—literally. A major new global study from Compass Group and Mintel across 30,000 employees just revealed that 78% of Gen Z employees place a high value on social connection in the workplace. More than half said they would consider leaving their job if they felt lonely. What stood out most in the study wasn’t just the data—it was the role of food. Yes, food. The research shows that food is no longer just fuel at work—it’s a facilitator of belonging. From café-style coffee corners and wellness-focused cafeterias to snack stations in reading nooks and music lounges, Gen Z is demanding that the office be reimagined to encourage spontaneous interaction and meaningful connection. This hit home for me. For the past ten years, I’ve hosted hundreds of experiences that use food as a tool to bring people together. No titles, no small talk—just gratitude, storytelling, and shared humanity. And without fail, someone always says, “This is what I’ve been missing.” Gen Z is simply saying it out loud—and they’re saying it with urgency. Only 29% of Gen Z employees in unsocial workplaces feel connected to their company’s goals. Only 14% plan to stay long-term if the culture lacks real human connection. In contrast, those who take regular, intentional breaks are 52% happier than those who only stop when they’re burnt out. What’s clear is this: the companies that prioritize human connection—who create space for people to pause, gather, and be seen—will be the ones who win the future. Because this generation of employees isn’t just working for a paycheck. They’re working for purpose, people, and places where they feel like they belong. Sometimes, the most strategic thing you can do for your business is invite someone to coffee. Or better yet—dinner. Read the full study in the comments below!

Most career advice sounds like a broken record. "Network more." "Negotiate your salary." "Ask for that promotion." But what about the stuff nobody talks about? → The loneliness that comes with leadership. → The identity crisis when work isn't fulfilling. → The fear that you're successful but not happy. Last week, I received two messages within hours of each other: 📨 Message 1: "I got the promotion! Starting as VP next month." 📨 Message 2: "I have everything I wanted but feel completely lost." Both from successful professionals. Both equally important. Both deserving of support. That's how a day in my life looks like, and I am grateful for their trust. Yes, I help clients land executive roles and negotiate salary bumps. But I also create a safe space where they can admit: 💭 "I don't know what I want anymore." 💭 "Success feels empty." 💭 "I'm scared I'm not good enough." The professionals who thrive aren't just climbing ladders. They're also: ✓ Doing the inner work ✓ Processing their fears ✓ Defining success on their own terms ✓ Building lives that feel as good as they look on paper Every "I finally know what I want" text hits as hard as every "I got the offer" celebration. Because career success without inner alignment? That's just a well-dressed form of suffering. 3 ways to build your own holistic support system: 1. Join spaces where you're a person first, not a title 🌱 → Book clubs, hobby communities where credentials don't matter → Places where people know you for your curiosity, not your corner office → Start with one activity per month where nobody cares what you do for work 2. Do monthly life audits, not just career reviews 📝 → Set a recurring calendar reminder titled "Life Check-In" → Ask yourself: Am I growing professionally AND personally? → What needs attention beyond my resume? 3. Find a mentor who asks about more than metrics 🧭 → Look for someone who's built a career AND a life they're proud of → Not just someone who'll review your resume, but someone who'll ask about your values → The best mentors don't just help you climb – they help you figure out which ladder matters Your career and your inner world aren't separate journeys. They're two parts of the same story. When did you last give both equal attention? If this resonated with you and you're ready to work on both, DM me. Let's talk about what holistic support could look like for you.

A question I often hear from leaders is: "How can I meaningfully contribute to my relationships with stakeholders and peers?" We all know relationships matter. Saying hello, sending a quick Slack message, or checking in occasionally are good starting points, but they don’t always move the needle when it comes to truly strengthening connections. Over the years, I’ve worked with leaders who excel at this, and they all have one thing in common: they focus intentionally on adding value to their relationships. Here are four simple yet impactful ways to contribute: 👉 Share Insights: Provide a thoughtful point of view, a useful resource, or an idea that helps someone in their work. Sharing insights shows your expertise and that you’re invested in their success. 👉 Offer Feedback: Specific, constructive feedback is one of the best ways to help others grow. Whether it’s highlighting what they’re doing well or sharing suggestions for improvement, feedback demonstrates care and attention. 👉 Make Connections: Relationships are currency in many organizations. Introducing someone to a helpful contact—whether inside or outside the company—can boost their network and show you’re looking out for them. 👉 Highlight Opportunities We all appreciate opportunities for growth or visibility. Sharing a project, event, or chance to showcase their skills is a great way to demonstrate support. Relationships = Bank Accounts Building strong relationships is like managing a bank account: you can’t make withdrawals unless you make deposits. These small actions—insights, feedback, connections, and opportunities—are deposits that build trust, strengthen collaboration, and lead to better results. What are your favorite ways to contribute to relationships with other leaders and stakeholders? #leadership #collaboration

During a presentation I gave last week, I asked college-aged students to rank their own proficiency with the National Association of Colleges and Employers’ Career Readiness Competencies 📋 And wow, did we get some interesting answers 👀 We know employers believe #GenZ need to work on their communication, professionalism, and critical thinking skills. But, what do early career Gen Zers have to say about their competencies? 🎤 Well, these scholars believe their critical thinking, teamwork, and communication are top notch. They acknowledge their shortcomings in professionalism and also see career and self development as an opportunity for growth. But, there’s a disconnect between what employers believe early career professionals have down (technology and equity & inclusion) and how Gen Z ranks their most developed competencies (critical thinking, teamwork, communication). While both groups I presented this ranking activity to had some variance in their top competencies, they both agreed that career and self development was their area of lowest proficiency. So, what do we do about this? Well, I believe it starts with an honest conversation with employers about the intergenerational workplace. Do we believe Gen Z is bad at communicating, or are early career professionals simply communicating differently? Is professionalism lacking, or are we exhibiting bias toward the most diverse generation to date? Are we getting stuck in new ways of collaborating and communicating by not considering how to ensure our teams are truly intergenerational? We need to step back and do a couple of things ⬇️ ✅ Lean into early talent strengths (which will, of course, be nuanced and context dependent) ✅ Ensure expectations are clear across the workplace ✅ Engage in transparent conversations ✅ Align performance reviews and check-in conversations with the career readiness competencies ✅ Envision how you want your team to operate at an intergenerational level

𝐆𝐞𝐧 𝐙 𝐢𝐬 𝐜𝐡𝐚𝐧𝐠𝐢𝐧𝐠 𝐰𝐡𝐚𝐭 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐜𝐫𝐞𝐝𝐢𝐛𝐢𝐥𝐢𝐭𝐲 𝐥𝐨𝐨𝐤𝐬 𝐥𝐢𝐤𝐞, 𝐚𝐧𝐝 𝐦𝐚𝐧𝐲 𝐥𝐞𝐚𝐝𝐞𝐫𝐬 𝐡𝐚𝐯𝐞 𝐧𝐨𝐭 𝐧𝐨𝐭𝐢𝐜𝐞𝐝 𝐲𝐞𝐭. For a long time, leadership communication was built around distance. Polished messages and formal authority were seen as credibility. That model is changing. 𝐆𝐚𝐥𝐥𝐮𝐩’𝐬 𝟐𝟎𝟐𝟓–𝟐𝟔 𝐰𝐨𝐫𝐤𝐩𝐥𝐚𝐜𝐞 𝐫𝐞𝐬𝐞𝐚𝐫𝐜𝐡 shows that trust in managers and everyday wellbeing support are now among the strongest drivers of engagement for younger professionals. At the same time, the 𝐃𝐞𝐥𝐨𝐢𝐭𝐭𝐞 𝐆𝐞𝐧 𝐙 𝐒𝐮𝐫𝐯𝐞𝐲 𝟐𝟎𝟐𝟓 highlights that Gen Z values supportive leadership and psychological safety far more than hierarchy or titles. To me, this signals something important. Gen Z is not looking for leaders who feel impressive. They are looking for leaders who feel accessible and real. I see this in my own conversations with early-career professionals. 𝐓𝐡𝐞𝐲 𝐚𝐬𝐤 𝐚𝐛𝐨𝐮𝐭 𝐦𝐚𝐧𝐚𝐠𝐞𝐫𝐬 𝐛𝐞𝐟𝐨𝐫𝐞 𝐭𝐡𝐞𝐲 𝐚𝐬𝐤 𝐚𝐛𝐨𝐮𝐭 𝐛𝐫𝐚𝐧𝐝𝐬. They want to know whether leaders explain decisions, listen to concerns, and show up when things are unclear. This is where personal branding for leaders is evolving. It is no longer about crafting a perfect image. It is about communicating your thinking in a way that builds everyday trust. Gen Z connects with leaders who share what they are learning, not only what they have achieved. Confidence still matters, but honesty now strengthens it. Another shift is how visibility is perceived. Showing up is not seen as promotion. It is seen as accountability. When leaders share perspectives publicly, it signals they stand behind their values, not just their outcomes. There is a line I often return to: “𝐏𝐞𝐨𝐩𝐥𝐞 𝐝𝐨𝐧’𝐭 𝐟𝐨𝐥𝐥𝐨𝐰 𝐭𝐢𝐭𝐥𝐞𝐬. 𝐓𝐡𝐞𝐲 𝐟𝐨𝐥𝐥𝐨𝐰 𝐡𝐨𝐰 𝐬𝐚𝐟𝐞 𝐚𝐧𝐝 𝐮𝐧𝐝𝐞𝐫𝐬𝐭𝐨𝐨𝐝 𝐭𝐡𝐞𝐲 𝐟𝐞𝐞𝐥.” In 2026, Gen Z expects leaders whose personal brands reflect how they actually treat people. Personal branding is becoming part of leadership responsibility, not just communication strategy. 𝐈𝐟 𝐲𝐨𝐮’𝐫𝐞 𝐚 𝐥𝐞𝐚𝐝𝐞𝐫, 𝐡𝐨𝐰 𝐝𝐨𝐞𝐬 𝐲𝐨𝐮𝐫 𝐩𝐞𝐫𝐬𝐨𝐧𝐚𝐥 𝐛𝐫𝐚𝐧𝐝 𝐬𝐡𝐨𝐰 𝐲𝐨𝐮𝐫 𝐭𝐞𝐚𝐦 𝐭𝐡𝐞𝐲 𝐚𝐫𝐞 𝐬𝐚𝐟𝐞, 𝐬𝐮𝐩𝐩𝐨𝐫𝐭𝐞𝐝, 𝐚𝐧𝐝 𝐡𝐞𝐚𝐫𝐝? LinkedIn LinkedIn News India LinkedIn News #Leadership #PersonalBranding #FutureOfWork #LinkedInNewsIndia #CreateMomentum

Building stronger workplace relationships is easier than you think. Here's what actually works (after 10+ years in team management): 1️⃣ Start with genuine curiosity - Ask about their projects - Listen more than you speak - Remember personal details they share 2️⃣ Create connection points - Schedule regular coffee chats - Join or start team activities - Offer help before they ask 3️⃣ Practice professional empathy - Acknowledge their challenges - Celebrate their wins (big and small) - Be reliable with commitment 4️⃣ Foster open communication - Share knowledge freely - Give credit where it's due - Address issues directly, but kindly 5️⃣ Respect boundaries - Keep work conversations professional - Don't force social interactions - Honor their time and space The key? Consistency in these actions. These aren't just "nice to have" practices. They're essential for creating a workplace where everyone thrives. Remember: Strong workplace relationships aren't built overnight. But small, daily actions make a huge difference. Try these today. Your future self (and team) will thank you. 📌 Share if you know someone who could use these tips P.S. Which of these will you try first? Drop a comment below. #employees #workplace #team