Today’s youth is rotten, evil, godless and lazy…
​— A Babylonian tablet from 1000 B.C.

Every generation seems to believe the one after it is headed in the wrong direction.

Aristotle complained that young people “love luxury,” “have bad manners,” and “show disrespect for elders.”

Apparently, criticizing the next generation is not new.

In leadership circles today, it’s easy to fall into the same pattern. We hear frustrations about Gen Z, Millennials, Boomers, or Gen Alpha. Some of those observations may contain partial truths, but focusing too heavily on generational differences can become an excuse. It keeps leaders from doing the harder and more important work of actually seeing people.

Workers across generations desire similar things. In my experience, regardless of age, most people want:

• To be seen
• To grow
• To do meaningful work
• To be treated with respect

Leadership development begins when leaders notice potential and create opportunities, sometimes small ones, that help people grow. Healthy organizations do not merely complain about younger generations; they intentionally develop people.

Culture is not an event or an HR initiative. It is shaped over time through daily interactions, consistent leadership, and intentional investment in people.

As you think about your organization’s culture, consider the following:

• Do the people on my team feel known personally, or simply managed professionally?
• Have I intentionally created opportunities for someone to develop new skills or take the next step?
• Do people understand how their work contributes to something bigger than themselves?
• Does our culture communicate dignity, trust, and value, especially during stress or conflict?

When leaders focus on answering these kinds of questions, they create workplaces that transcend generational divides and bring out the best in people.

If you’re curious where to invest in your people, we’ve built a new tool to help identify areas for growth, starting with your leadership team.