When an employee seems defiant, it's rarely a deliberate act of insubordination. Instead, it's a signal that a request has caused an internal conflict or values mismatch. Leaders should treat this as a cue to investigate the root cause, not to punish the behavior.
Businesses invest heavily in recruiting top talent but then micromanage them, preventing them from using their full cognitive abilities. This creates a transactional environment where employees don't contribute their best ideas, leaving significant value unrealized.
People naturally start their jobs motivated and wanting to succeed. A leader's primary role isn't to be a motivational speaker but to remove the environmental and managerial barriers that crush this intrinsic drive. The job is to hire motivated people and get out of their way.
Individual contributors are rewarded for having answers and sharing their expertise. To succeed as a leader, one must fundamentally change their approach. The job becomes about empowering others by asking insightful questions and actively listening, a diametrically opposed skillset that is difficult to adopt.
Innovation requires psychological safety. When employees are afraid to speak up or make mistakes, they become "armored" and growth stagnates. To unlock potential, leaders must create environments where the joy of creation and contribution outweighs the fear of failure.
A key, often overlooked, function of leaders in high-growth groups is to act as a shield against internal company interference. This allows their teams to focus on innovation and execution rather than navigating organizational friction, which is a primary driver of top talent attrition.
Gen Z possesses valuable business skills learned outside of formal education, such as creating viral videos, building online communities, and strategic thinking from gaming. Leaders should actively seek to "unlock this technological genius" as it directly relates to modern customer engagement and marketing.
Leaders complaining about Gen Z's lack of social skills are missing the point. This generation lost two critical years of in-person social development due to the pandemic. The responsibility falls on leaders to coach these skills, not punish employees for a gap the company didn't create.