Lazy, entitled, no work ethic and do not care about work. So when
I surveyed 100, about 100,000 managers a couple of years ago, they were all the answer to
one question. What do you think of your Gen Z team at work? So we've got some real work
to do, guys. Sounds all very positive, don't you think? Lazy, entitled, no work ethic. Things we love
to hear. But I'm being deadly serious. This is a real issue. Like it's tough. It's hard. Um, and
managers ask me this question almost every single day. Like, how on earth do I manage my Gen Z team
and I have a Gen Z team I think is Levi clusters. Gen Z 1996. Technically, yes. She's on the cusp,
so Taisha is definitely Gen Z. She's smiling. I'm I'm sure she's good. She's going to be laughing. A
lot of the things I say in this episode, um, I have a Gen Z team. I have Gen Z family, I have Gen Z
friends. I'm 1995, so I think I'm technically just millennial, although sometimes. Yeah. Okay. I'm fine.
I'm very millennial, but sometimes I do try and pretend to be Gen Z. So if you ever hear me doing
like, TikTok trends and stuff, that's why I'm just just trying to stay young. Um, and today's episode
is sponsored by custard. I mean, it's not technically sponsored. It's still my business. Um,
but I want to talk to you a little bit about custard before we get into this. Now. Custard is a
cultural intelligence platform. We have spent the last eight months building it now. It's a
brilliant, brilliant piece of tech that is built for managers. So custard will essentially survey
your team. It's a pull survey, so we don't have to do any more of the annual lengthy, boring long
surveys. So it's a pull survey, meaning it takes 30s. That's all for your team to answer. They go 8
a.m. every Friday morning and the questions have been built with an organisational psychologist.
They have 154 questions that have been built in a way that makes sure your team can give
you the right feedback that you need on the culture, on your leadership, on the on the business
to improve and to build an excellent, excellent culture and to be an incredible manager. It's the
piece of tech that I just wish I had like five years ago, to hear from our team, to get feedback
from our team, but then show the team that we're listening. So because this bill is a cultural
intelligence platform, just meaning we get the information directly from our team. It then uses
AI to be able to, um, give the manager actions, exact actions, scripts, frameworks of
exactly what they need to do about those results and to improve your culture. So go check it out.
It's our website is just it's custard. Com. You can also find the link in any of the descriptions.
Wherever you listening to this. It's a there's a free trial. It's completely free to test it out. No
contract needed I think you get 14 day free trial. I'm saying I think I do know you get a 14 day
free trial. So back to the episode because custard will absolutely help you manage GNC better. But
back to GNC. So in order to deeply understand how to
manage, how to get the best out of your Gen Z team. This episode, I'm going to give a bit of a
disclaimer. It's going to be full of a lot of nuance. What I mean is, I think the internet
nowadays, we've really lost the ability to like, hold space for more than one thing to be true at
once. What I mean by that is, yes, there are certain members of the Gen Z generation that are lazy,
that are entitled, but not everyone. In fact, Gen Z are some of the most hard working people that
I've ever had the pleasure of meeting. They've been brought up in a world that's very different
to the one that you and I might understand. And by the way, the demographic of this podcast is like, I
think our main demographic is 28 to 35 year olds. And so we generally we're generally millennials
here guys. And millennials, by the way, now make up the most managers in the UK. So the most people
most of us will be millennials because most managers are now millennials. But we really have
to understand the world that Gen Z grew up in. So they are digital natives. What we mean by digital
natives is they grew up with technology. So you and I probably if you similar age to me. We grew
up. Yes. We had a TV. I started to see mobile phones when I was in like year, like secondary school. You
know, we started to like, hear about them, but we absolutely weren't allowed to take phones to
school. I remember even being at sixth form, so right at the end of school and like, it was weird
if you would bring a phone in school, it was strange. And then when I went to uni, it was really
when social media started to be a thing. So obviously we'd had like the MSN and the, you know,
Facebook was a thing. You'd upload all the photos in the album after a night out, but social media
as we know it, like I remember Instagram and Instagram stories first not becoming a thing
until I went to uni. You have to remember that the Gen Z, the Gen Z teams that are coming into our
organisations now, this was their reality. Like they threw out primary school growing up, like
just always had social media. It was always there. And what that means is and this is the really
important bit. They can smell your bullshit from a mile off. So imagine if you'd have been brought
up with like, you know, social media videos you've been brought up with seeing this really sort of
filtered or inauthentic version highlight real version of the world. You will go into a workplace
and that's what Gen Z had. You will go into a workplace. Then, if your leaders try to essentially
put on a filter over the information they try to bullshit us with, everything's going well.
Everything's this, everything's up. Gen Z can smell that bullshit from mile off. They'll disengage.
They know that you're not being transparent and so they will just switch off. And I think that the
big shift that we've seen being made is this shift from the power being in the leadership team
and, you know, just doing whatever your boss said just because your boss said to do it to now being
the teams will question it. They need the context, they need the why, they need the understanding. And
that really is the big shift. And the reason I tell us to hold nuance here is because I will not.
I will take as much accountability as I absolutely need to. I will take ownership for
making sure that my team, the full team, not just Gen Z, feel a sense of like engagement, connection
at work, feel valued. But I also have limits. I also have standards. And so if that if a team
member, whether they're Gen Z or not, was to drop below those standards, whether it's with the
quality of work, whether it's their attitude, how they show up, the values that we have in the
business, lateness, standard of work, whatever quality that still is cause for concern. Just
because they're Gen Z doesn't mean we let them get away with it. And so it's like there has to be
nuance in this conversation around, yes, we're going to build that belonging and value. And I can
talk I'm going to talk to you about that in a second of how we can get the best out of these
people. But there is still a limit whereby you have to say, actually the quality, standard
Attitude will no longer be accepted when it gets to that limit. And so make sure you have that
limit. And I'm actually going to go through something that I call my tapes method. This is the
method that I talked about in my Ted talk back in 2024. And I still think that this is a brilliant
method for kind of understanding how to best manage Gen Z. So tapes is an anagram and the T
stands for transparency. Now the reason transparency is so important to Gen Z, like we've
already said, social media has brought us up thinking we need filters. We need to lie. We need
to, you know, present the best version of ourself, be as perfect as we possibly can be. Whereas Gen Z
like they know that that's not the truth. They have grown up like us millennials. We grew up in a
world where a business would hide things. You would hide things like the profit and loss. You
would hide salaries you would hide, you know, are we bringing new people in? Are we making
redundancies? All of it was very hidden and kept behind closed doors. And I remember I read a book
that I will recommend Till the Cows Come Home, and I've probably already mentioned it on this
podcast at some point. A book that's called No Rules, rules and the Culture of Reinvention. And
it's but it's written out by the Netflix co-founders. And they talked about how like their
biggest competitive advantage, obviously they were trying to take down blockbuster, like they were
fighting one of the biggest, most heavily invested in businesses and industries with their new
subscription model for TV. And they said that they were never going to win with product. They were
never going to win with marketing. They were never going to win with, like, doing all the big shiny
things because blockbuster already had that. They had the biggest market stake in the game. The way
that they won was through culture, was through their internal culture of innovation and high
standards. Because if you focus on that internal culture, that ultimately in turn means you can
have the best, most creative marketing, the most incredible product. So focus on the culture first.
And in the book, one of the things that Netflix puts their culture success down to is
transparency. They have a whole chapter called Open the Books. And in that chapter they
essentially talk about how huge things changed for them internally. When they started being more
transparent with their team, they started building out something called a stakeholder report, which I
eventually started using inside go proposal and now do with the team in Custard and Fresh
Leadership World, which is building a monthly report for the team that shows a version of the
PNL. So it shows them revenue, it shows them profit, it shows them if we're bringing new people in, if
you know, you can present this in like a quarterly meeting, it shows where we made most money, where
we lost money, where we made the least money. Um, it shows like highlights, lowlights. It essentially
just gives your team this deeper, transparent understanding of what's happening under the hood
of the business. And so many businesses still shy away from that. Maybe because we're embarrassed, we
fear judgement, but we shy away from it. And so whatever your version of that stakeholder report
is, try and build it out. It might not be that you have access to all the business's financial
information, and that's okay. But what is it in your team? That's the stakeholder report. Could it
be like the culture scores from custard, for example? Could it be the strategy that the changes
that are happening in the business that normally happen above you, but you have the opportunity to
bring your team along for that journey? Another way is just being transparent is when we delegate,
when we give them things to do, provide as much context as possible, because it's that context and
connecting it to the why that helps to show them, you know, I'm not just handing you a random task
to do. I'm telling you the context. I'm telling you sort of why that's important. So being as
transparent as possible because they can smell the bullshit. And so don't try to lie to them. Like,
don't try to make things out to be more positive than they are. We have to be transparent with Gen
Z if we expect any sort of great work out of them, if we expect them to not switch off and engage.
And to be fair to us, we have tried. I feel as though as a like the working world, the leadership
world. We have tried so many things when it comes to managing Gen Z. We have tried like the open
plan offices, unlimited holidays, work from home, then don't work from home, then get the ping pong
office. I feel like that was a millennial thing and to be fair, but we've tried all these things
and none of that. We seem to still not quite understand how to manage through them. And I also
think, you know, some of the great feedback that I got off the back of my Ted talk about Gen Z was
that these aren't just principles that Gen Z want. These are things that the entire workforce want.
Gen Z just now have the language. They have the, you know, backing to push for these things because
they've grown up with them. And so I think when we start to change the world of work for a certain
generation, it's moving us all forward. It's moving us all into a much more like people driven,
positive workforce. And so just bear that in mind. So the A in tape step two is authenticity. And the
reason authenticity is so important for Gen Z is because we were brought up in a world of this
kind of fake professionalism. So, you know, it was wear a uniform, get told off if your uniform looks
slightly wrong, wear shirts to work even on the hottest day of the year, wear a shirt and a tie
and a blazer. And I think that era of professionalism is just so over. And it
really like, I don't even think it's just over. I think it now puts this wall up. It puts up this
blockade between the person who is kind of speaking, whether it's the leader, if that leader
is in a in, you know, a really fancy shirt and blazer. I remember actually having a call once
with, um, I had an accountant who was potentially going to be my accountant and had a call with him
speaking to him about his accountancy firm and whether or not it was the right fit for one of my
businesses. And he turned up to the call in full suit, like full iron suit, tie
blazer. And I'm not going to lie, I know you shouldn't judge, but it freaked me out. I was like,
oh my God, I feel like this person, I'm just there in a hoodie, as I am for most of my workdays. And I
felt this sense of like, what is this person trying to prove? Like, if he feels as though he has
to put on this shirt blazer, get really dressed up to prove himself to a client or whatever. Like,
what am I missing? And whether that's right or wrong, maybe I wrongly misjudged that person, but
it just if we go for this, like fake professionalism, it puts up a wall because we
recognise it, we recognise what is real and what isn't. And so authenticity is so important as a
leader, when we wanting to get the best out of Gen Z, because they will recognise when we're not
authentic. And so authenticity just comes from things like admitting when we've made a mistake,
not pretending we have all the answers, like not trying to be perfect at everything. Not. You know.
If we make a mistake. Talk about it. Admit it. It's okay if we get something wrong. Because Gen Z will
truly sniff it out. Like, if you do something wrong, you make a mistake. Likelihood is other people
have already seen it. Other people already understand. They know you've done that thing. If
you then don't just admit it and kind of laugh it off, or talk to people about what you're going to
do to turn it around. You just come across as fake and inauthentic. And so it's so, so important that
we are authentic. And I know that's a bit of a buzzword, but it essentially just means all these
walls that we put up around a telephone voice wearing a suit, like all the kind of
professionalism walls that we feel as though we have to put up, because we've been told for many
years that we have to try to start to undo those. What is the real you? How do you bring a bit more
of the real you into how you're leading? And then the third principle, which is P in the tapes
framework. I think I'm going to argue that this 1st May be the most important. And it's definitely
the most practical, I think, when it comes to managing Gen Z and just managing a wider team, to
be honest. The third letter, P is progression. Now, when we speak about Gen Z, a lot of
the time people say to me, how do I keep them motivated? How do I keep them engaged? Like, we
actually know that Gen Z are leaving and starting new jobs twice as fast as any other generation. So
the issue really lies in this. How do we keep them motivated? How do we keep them like moving forward,
excited, engaged. And the answer is progression. So if you think about the word motivate
motivation, the root word of motivation is motive, which is the Latin word for just motive
moving things forward. It's just that motion. It's that moving things forward at all times. And the
reason that we've got P for progression is that your team have to have to be constantly feeling
this sense of forward motion. And, you know, we like to talk about the big stuff, the pay rises, the
promotions. They are great for helping people feel as though they're moving forward. Obviously
they're the bigger, wider, like more objectively successful steps in a career path. However,
if they're not possible. So if you can't get the promotion, get the pay rise to your team members,
just think about their other parts of their day to day. How are they being moved forward every
single day? So small ways you can do this. Just notice what they want. Ask them what career
progression are you looking for? Just by asking them the question where you know, where do you
want to be in your career in two years time? In five years time? Tell me, how can we help you get
there? How can you help yourself get there? A lot of the time, the answers to those questions aren't
always I want the big salary review or I want the big pay, the big promotion. Sometimes it's just I
want to pick up this skill. I want to learn this new thing, and I want to spend more time on this
new thing Um, and hone this new thing. We can help them do that. But we won't know that unless we ask.
And so go and ask them. Figure it out. Figure out what it is that they want, what skill you can help
them with. Another way I think you can help people move forward is coaching. Like help them to
understand more things about your world, like if you're managing them, most likely you've been in
their position before. Not always. Sometimes we manage teams of people that we like haven't done
that skill, but sometimes you can just coach them and help improve them in that skill. Another way
is to remove things from them. So a question that I like to ask the team is if I could remove one
thing from your job that's just getting in the way, it's pissing you off, it's doing your head in
and it's annoying. It doesn't feel like it's moving you forward. What would that one thing be?
And when they tell you, maybe you can't always get rid of it straight away. Maybe it's something that
needs to be done, but could you automate it? Could you delegate it elsewhere? Could you find a way to
systemise it or get an outsourced person to do it? Or is there a way that we can remove it
altogether? Just by asking these questions, it's like progression. It's forward motion. It's just
them feeling as though they're one small step ahead of where they were yesterday. I think
another really simple way we can help people feel like they're really moving forward all the time,
is making sure we recognise and praise their work. When your team do great things, make sure you
praise them for it and tell them specifically what it is that they've done. Why that thing is
great. Take the time to praise. I think we've put so much impetus and effort into having these
difficult conversations and, you know, hard feedback, blah, blah, blah. Sometimes the praise can
help keep them motivated far longer than anything else. And so make sure that progression that
you're focussed on. How do I keep the team feeling as though there's that sense of forward motion
and improvement and things getting better? The next one in the tape. So we've done tape E is
elastic. So flexibility it's a big one. we're going to be talking about. This is a big, big, big part of
the working world nowadays. If you're a millennial like me, you will very much remember the days of
working every single day in an office, and that was just the norm. We didn't even question it. Like
I remember one day asking we did actually before Covid go proposal where I was working in like
20 1819, the boss did actually say we could work from home whenever we wanted, but no one ever did
it. Like I remember thinking, if you worked from home, people would think that you were lazy and
you weren't doing anything, and so no one ever took it. I think I probably worked from home out
of the however many years with like 2 or 3 years before Covid, maybe like once when I was a bit ill
or I had to, I don't know, it was like a really extreme thing to do and it felt that way. Whereas
now, oh my God, we're all over. I'm working from everywhere at every which time of day, and so are
the team. And I think elasticity is all about flexibility. And I think you can have
flexibility with guidelines. So what I mean is too much flexibility sometimes is detrimental to
people because it's like if you've got too many options, if you've got too many things to do, you
don't know which one is kind of going to be the best. And you might feel guilty about doing the
thing that you want to do. So what I say to that is build in flexibility, but with guidelines.
So for example, our working policy right now I'll work from home policy. And I've done videos on
this before and it will constantly change. Like I'll probably review this again in a few months
and check it still. Right. So if you have any feedback on it, let me know in the comments and
I'd love to know, like what your perfect work from home policy would be, but our policy at the minute
are flexible. Working policy is. So obviously we work five days a week. We do two days of the week
in the office and you can choose what those days are. But generally we'll chat to each other and
say like, um, you know, what day are you in? I think as the team grows, I'll probably set one day where
I want everyone in in the week. So maybe it was like a Tuesday or Wednesday or I'm like, everyone
come in on a Wednesday and then the other day you can just choose yourself. But right now we're very
flexible on what days, but it's two days in the office. We also have flexibility around timings, so
obviously we work. What is it, seven hours a day? Yeah, 9 to 5. With an hour break. You can work those
seven hours any time between 7 and 7. And so if you want to start at seven, finish at three. If
you want to start at 11, finish at seven, you can do that. And it just gives people this flexibility
with guidelines to say, you know, if you've got kids to pick up from school, if you just want to
go for a long run in the morning and you don't want to start work till ten, you can do. And
there's a guideline. There's a policy there that's very clearly stating, you can do this if you want
to work early and work late, whatever, you can do that. And I think the reason that works really
well is it's flexibility, but it's flexibility that people feel entitled to take. And so it's
like, if you can I appreciate a lot of workplaces. You may not have the final call over what that
flexibility looks like, but if you can in any way give your team some flexibility around their
working hours, I think it goes a huge long way because it gives people this like autonomy, agency
ownership over their own working day. And I work for myself now. And so I have a lot of I say
freedom. It's kind of freedom. But I also feel like I'm, I'm it's like I've gone from working in 9 to
5 to work in a 24 over seven, but I still have the choice, you know, like this weekend I was with my
friends, I was chill, I didn't go on my laptop once. Like, I really had to relax and enjoy my weekend.
And I get to choose to do that some weekends. I'm smashing through admin and like, you know, up late
smashing through my work. But the reason I love it is because I have the choice. The reason I love it
is because it's it's my choice to get to choose whether I do that or not. And I want to try and
give that to the team as much as possible. You know, I don't want any of them to ever feel as
though if on a Friday at 3 p.m., they need to go somewhere, they need to set off early to get
somewhere. They can't do it because I think that's when people start to feel squashed. And so think
about the ways you can create that flexibility. I also think internally we squash a lot of
flexibility by like making people feel as though they don't have autonomy over how they do things.
If you think about, like completing a report or a task, if you say to your team member, here's
exactly the ten steps I want you to follow to complete this task, and I want you to do it at
9:00 every Monday morning. You've removed all sense of ownership autonomy over that task. If you
instead say, look, here's the context, here's why this report's so important, and we do need it for
the meeting at 10:00 on a Monday morning. It kind of gives them that like, look, if you want to do it
on a Friday, you can do it on a Friday. If you want to automate it, use an AI. You can automate it. Use
an AI if you've got a quicker way of doing it, a better way of doing it, or if you just want to
come on a Monday morning and rush your way through it, you're welcome to do that too. It just
gives them a bit of agency and autonomy over how they do it, and it's that flexibility, I think, that
keeps people more engaged and motivated because you're not, like, ruling with this iron fist
of you turn up here, here then and do this and do that. And it also gives people space to like, have
feelings and be able to allow those feelings to come into work. So for example, like just for us
women, you know, as there are cycles throughout the month, like our period cycle happens, there's some
days within that cycle that I just cannot be bothered. I can't be bothered. I've got such a
short fuse. Everyone pisses me off. I'm annoyed at everything. Like, you could look at me the wrong
way and I'm like, walking here. I'm like, oh my God, I'm so annoyed. I'm so frustrated. There are other
days where you could actually probably punch me in the face, and I'd just laugh it off because I
wouldn't even be bothered because I'm so chill. I'm so easy. I'm so like, yeah, I love it when
people are like, I'm chill. I'm easy. And actually I am a micromanager all the time. I am a control
freak all the time. But there are definitely, you know what I mean? Like, you have these ebbs and
flows in how you feel, how you and your team have them too. Like we're not special in that. And so if
they have a day of the week where they're just they can't be bothered, like they've not got 100%
energy today, they're at like a 30%. They're just feeling a bit crap. They want to sit in bed and
just answer some emails slowly. They want to do the work that feels a bit slower to them. I want
them to be able to make that choice and be able to do it because I can and I need that. And then
some days we're in the office, we're firing on all cylinders, we're flying around, we're smashing it,
but it's just not possible to do it every day. And I think when we don't allow that flexibility for
people, that's when they disengage. That's when they feel anxious on a Sunday, that's when they
get annoyed at their manager and they start to just lose all sense of like, I don't know, respect
and ownership and care over their work because they just feel like a cog in a machine, and that's
never what we want them to feel like. So E is elastic. Figure out there must be ways within your
day to day. You may not be able to control how many days they work from home or whatever, but
there has to be something that you have control over as their manager as to how you can kind of
hand them back some more freedom and agency over their own time. And finally, s this the S
is something that. So Google ran, um, a survey across 200 businesses. It was called Project
Aristotle, 200 businesses, thousands of managers. And they were surveying culture. So they were
looking at culture inside those businesses and they were saying, what's the difference between
wildly high performance teams? Teams who show up are engaged, love the work that they do versus low
performing teams. So teams who don't seem to care don't hit targets, whatever. And the biggest
difference they found was s safety. So psychological safety. More importantly
was the difference Google found between high performing teams and low performing teams. It was
the main important thing. Now safety, if you go back 500,000 years to when we were hunter
gatherers, we lived in tribes. Safety was built in us at the very, very, very bottom of
Maslow's hierarchy of needs. If we didn't feel safe, nothing else mattered. If we didn't feel safe,
we couldn't even think about socialising, about innovating, experimenting. We couldn't even begin
to think about, like pushing forward, being engaged, trying new things because all we're worried about
is preserving our safety. And that's how you have to think about your team at work. If your team do
not feel safe inside your culture, inside your team, inside your business, you can forget any
chance of them innovating, socialising, you know, trying new things, experimenting, moving your
business forward. It's all out the window if they don't feel psychologically safe at work. So the
ways and this is down to the manager, by the way. Of course the wider business culture plays a big
part in it. But this is a there's a huge variance in this from manager to manager. And you will know
if you've been inside a business where you have a bad manager and someone else has a good manager,
or vice versa, you have a really good manager, they have a really bad manager. It's all to do with
psychological safety. Now psychological safety can be very it can be simplified. It has a lot of
complex nuance to it. But we can simplify it by saying, can your team make a mistake, make a
suggestion, speak up, get something wrong without the fear of being vilified or
judged. And now these are some questions that are inside custard as well, that you can find out. If
you go start your custard free trial, your team will get asked these questions so you can figure
out how psychologically safe they actually feel. It's one of our categories, but for the purpose of
this podcast, do your team feel safe to speak up? You can, you should. You should have a good
indication of the answer and the way that you help them speak up and experiment more. The way
that you can make them feel more safe is things like you admitting your own mistakes, you not
trying to be perfect, you being their safety net like when they fail, when they mess up.
Don't vilify them for it. Like help them to feel it's all part of this journey that we're on. It's
all part of like we have to do these things. We have to make these mistakes. We have to learn. Now,
of course, we need standards like we can't just be constantly getting things wrong all the time and
there be no repercussions. Like, we need to make sure that our standards are still high. It's just
that the way I see standards now is that mistakes are part of my standards. Like, I have high
standards for the work that we deliver with clients, for our social media, for our website, for
everything that we do for our product, our marketing. But those standards remain high by
trying new things, making mistakes, and then just writing down what we're not going to do again. So
when someone makes a mistake, even if it's something quite tragic like we've had in the past,
you know, people sending the wrong things to clients. Big clients like getting the wrong
information. And it really hurts. Like, you know, it feels like a stab in the gooks. You've worked so
hard to make sure that thing is right, and then someone else does it and it's wrong. And but it's
a mistake. It's a human mistake. So the conversation I would have with the team at that
point would be, what are we doing to make sure this doesn't happen again? Like, what system are
you putting in place to make sure this doesn't happen again? And if it does happen again, it's a
difficult conversation, right? This is twice now that this has happened. It was a mistake the first
time, but this has happened again. What are you doing to make sure this doesn't happen again?
Because the next time it does, we're going to have to have a bit more of a tougher conversation
about this. And so how are you making your team feel safe? Are you admitting your
mistakes? Are you making space for other people to speak up in meetings? Are you being quiet to like,
allow them, asking them questions, making sure that people don't feel judged. We spoke about
icebreakers in a previous episode and how icebreakers can be so powerful. I think
icebreakers can be great for like, what's one mistake that you've made at work this week? Like,
what's one thing that you've messed up? Because when you ask that question, all of a sudden people
are like, oh, it's okay to talk about these mistakes. Like, we don't have to try and be perfect.
So tapes, guys, I want you to remember that when we're talking about Gen Z transparency,
authenticity, progression, elasticity and safety. Try and create those five
conditions inside your workplace and watch your Gen Z team members bloom now. As I said at the
beginning, not everyone will do that. You will still have people in your team who have a low
work ethic, who are lazy, who aren't right, who don't share the same values. But once you create
those conditions, it becomes a lot easier to spot those people, have the difficult conversation with
them, make sure that they get properly managed. But once you create those conditions, I guarantee the
other 80% 90% you will be able to watch them flourish. You will be able to watch your Gen Z and
the rest of that team flourish. And guys, if you're enjoying this podcast, please make sure you do as
a review. Follow us. Subscribe. Like all the engagement really, really helps us to continue to
grow and invest in creating brilliant episodes. And by the way, if you have a dilemma, we've had
some great dilemmas messaging already. Send an email to hello at the Boardroom podcast.com. Um, we
will go through all your dilemmas on this pod. We're going to start doing it in a couple of
episodes time, because we're starting to build them up now. And I want to do one podcast episode
that is kind of like going through everyone's dilemmas at once, and I think we can do that sort
of every fourth episode to make sure you get the answers that you need. So hello, are the boardroom
podcast calm? We'll put it in the link below in the description below. Um, send us through your
dilemma. We will of course keep it all anonymous, but I'd love to hear from you. See you in the next
episode.