WEBVTT 00:00:00.000 --> 00:00:03.379 Okay, so I want you to start by picturing a very 00:00:03.379 --> 00:00:05.719 specific and I think very common kind of tension. 00:00:06.139 --> 00:00:08.839 You're sitting in a totally standard corporate 00:00:08.839 --> 00:00:11.240 conference room. You know, the fluorescent lights 00:00:11.240 --> 00:00:15.000 are humming. And on one side of the table, you've 00:00:15.000 --> 00:00:19.399 got a 21 -year -old intern. They grew up swiping 00:00:19.399 --> 00:00:21.789 on iPads before they could really talk. their 00:00:21.789 --> 00:00:24.210 primary language is memes. Exactly. And they 00:00:24.210 --> 00:00:28.210 see a strict nine to five as like a loose suggestion 00:00:28.210 --> 00:00:30.609 from a bygone era. And then sitting right across 00:00:30.609 --> 00:00:34.070 from them is a 65 year old executive. This is 00:00:34.070 --> 00:00:36.509 someone who, you know, started their career dictating 00:00:36.509 --> 00:00:38.909 memos to a secretary. They remember when email 00:00:38.909 --> 00:00:41.689 was this risky new experiment that probably wasn't 00:00:41.689 --> 00:00:43.850 going to catch on. Yeah. So they're looking at 00:00:43.850 --> 00:00:45.670 the same project, but they're seeing completely 00:00:45.670 --> 00:00:47.710 different worlds. And the conventional wisdom, 00:00:47.890 --> 00:00:49.549 I mean, especially online, since this is a recipe 00:00:49.549 --> 00:00:52.689 for disaster. Total gridlock. Yeah. Misunderstanding. 00:00:52.810 --> 00:00:54.829 Yeah. Culture wars. We're looking at a stack 00:00:54.829 --> 00:00:57.090 of research today that suggests this friction. 00:00:57.409 --> 00:01:00.109 It isn't a bug. It's actually a feature. If, 00:01:00.189 --> 00:01:01.810 and this is a big if, you know how to use it. 00:01:01.960 --> 00:01:04.579 And that's really the defining challenge of the 00:01:04.579 --> 00:01:06.319 modern workplace, isn't it? Right. We are in 00:01:06.319 --> 00:01:09.079 this historically unique moment. It's not the 00:01:09.079 --> 00:01:11.680 standard generation gap. No. It's a time where 00:01:11.680 --> 00:01:14.140 we have, what, up to five generations working 00:01:14.140 --> 00:01:17.260 at the same time? And soon, I mean, with Gen 00:01:17.260 --> 00:01:20.400 Alpha starting internships, we are staring down 00:01:20.400 --> 00:01:22.900 the barrel of a sixth -generation workforce. 00:01:22.959 --> 00:01:24.760 We're sharing the same Slack channels. All on 00:01:24.760 --> 00:01:27.180 the same Zoom calls, using the same broken coffee 00:01:27.180 --> 00:01:29.959 machine. It's a lot. Five generations. I mean, 00:01:30.019 --> 00:01:33.060 you've got the silent generation, boomers, Gen 00:01:33.060 --> 00:01:36.019 X, millennials and Gen Z all trying to move the 00:01:36.019 --> 00:01:38.799 same ship. It is. And usually the conversation 00:01:38.799 --> 00:01:42.180 just devolves into memes. You know, OK, boomer 00:01:42.180 --> 00:01:44.480 versus the whole lazy Gen Z thing. It's good 00:01:44.480 --> 00:01:46.780 for TikTok, but it's terrible for management. 00:01:46.959 --> 00:01:49.780 Exactly. So today we're going to push all that 00:01:49.780 --> 00:01:52.420 noise aside. We have a source that gives a real 00:01:52.420 --> 00:01:54.579 tactical playbook for this. We're looking at 00:01:54.579 --> 00:01:57.219 insights from Annalise Olson. who's a VP at HP. 00:01:57.400 --> 00:01:58.840 And we should be clear about why we're listening 00:01:58.840 --> 00:02:00.739 to her. I mean, this isn't some academic theory. 00:02:00.980 --> 00:02:03.200 Olsen is what you'd call a lifer, right? Absolutely. 00:02:03.280 --> 00:02:05.620 She has real street cred. She started out as 00:02:05.620 --> 00:02:08.479 an intern 25 years ago and just climbed her way 00:02:08.479 --> 00:02:11.560 all the way up to VP. Wow. And she's managed 00:02:11.560 --> 00:02:14.080 teams everywhere, Europe, Asia, the US. So this 00:02:14.080 --> 00:02:16.979 isn't just a snapshot. It's a longitudinal view. 00:02:17.000 --> 00:02:21.500 Yeah. She's watched the culture morph from these 00:02:21.500 --> 00:02:24.460 rigid hierarchies to the hybrid world we see 00:02:24.460 --> 00:02:26.599 today. So she hasn't just studied the shift. 00:02:26.680 --> 00:02:30.000 She's actually lived it. She survived it. That 00:02:30.000 --> 00:02:32.039 context is so important because she points to 00:02:32.039 --> 00:02:33.979 these shifts that aren't just HR policies. They're 00:02:33.979 --> 00:02:37.020 about... operational survival. She says there 00:02:37.020 --> 00:02:40.319 were two huge tectonic shifts in her 25 years. 00:02:40.919 --> 00:02:42.860 The first one is, well, it's obvious on the surface, 00:02:42.860 --> 00:02:45.039 but the details are really complex. The role 00:02:45.039 --> 00:02:48.080 of women in tech and business. It's massive. 00:02:48.520 --> 00:02:49.879 And what's interesting here is we're not just 00:02:49.879 --> 00:02:52.319 talking in vague terms like empowerment. The 00:02:52.319 --> 00:02:55.599 source material has some hard data from HP that 00:02:55.599 --> 00:02:58.000 shows what real operational progress looks like. 00:02:58.120 --> 00:02:59.960 Because saying you value diversity is one thing. 00:03:00.039 --> 00:03:01.840 But showing the receipts is another. Right. So 00:03:01.840 --> 00:03:03.699 lay those numbers on us. What does it actually 00:03:03.699 --> 00:03:07.400 look like? like in practice. Okay, so 31 % of 00:03:07.400 --> 00:03:10.159 tech and business roles at her company are female, 00:03:11.460 --> 00:03:14.020 which is a solid number. Then you look at leadership, 00:03:14.919 --> 00:03:18.979 their board of directors is 58 % women and ethnically 00:03:18.979 --> 00:03:22.120 diverse. But here's the stat that really really 00:03:22.120 --> 00:03:24.500 set out to me. What's that? Out of their eight 00:03:24.500 --> 00:03:27.240 biggest global markets. Four of them are run 00:03:27.240 --> 00:03:30.659 by women. So a straight 50 -50 split in their 00:03:30.659 --> 00:03:33.680 major markets exactly and the takeaway for you 00:03:33.680 --> 00:03:35.979 listening isn't just OHP is doing a good job. 00:03:36.400 --> 00:03:39.879 It's that diversity has moved from being a compliance 00:03:39.879 --> 00:03:42.879 thing, something you do to avoid a lawsuit, to 00:03:42.879 --> 00:03:45.520 being a core business strategy. It changes how 00:03:45.520 --> 00:03:48.099 decisions are made, how risk is assessed. It 00:03:48.099 --> 00:03:49.759 stops being an initiative and it starts being 00:03:49.759 --> 00:03:51.919 the actual operating system. Which flows right 00:03:51.919 --> 00:03:54.280 into the second big shift she identifies, which 00:03:54.280 --> 00:03:56.479 I think is maybe even more radical because it 00:03:56.479 --> 00:03:58.800 affects absolutely everyone. She says the corporate 00:03:58.800 --> 00:04:01.000 ladder, that image we all have in our heads, 00:04:01.060 --> 00:04:03.800 it's dead. It's dead. Or at least it's been deprecated. 00:04:03.800 --> 00:04:06.360 The old model was so linear. You get in at 22, 00:04:06.479 --> 00:04:09.120 you climb, you get your titles. Corner office, 00:04:09.300 --> 00:04:12.340 gold watch. Gone. She argues that the modern 00:04:12.340 --> 00:04:16.180 career path is a zigzag. The zigzag. I feel like 00:04:16.180 --> 00:04:17.879 that describes my entire life, but you know, 00:04:18.060 --> 00:04:21.019 in a corporate context, that can sound chaotic. 00:04:21.300 --> 00:04:23.600 Yeah, if I'm a hiring manager and I see a resume 00:04:23.600 --> 00:04:26.120 that zigs and zags all over the place, I might 00:04:26.120 --> 00:04:29.079 just think, unfocused. How does she frame this 00:04:29.079 --> 00:04:31.939 as a good thing? She rebrands it as agility. 00:04:32.379 --> 00:04:35.259 In this hybrid world, the real currency isn't 00:04:35.259 --> 00:04:37.660 just climbing up, it's the breadth of your skills. 00:04:38.240 --> 00:04:40.959 The zigzag lets you rotate laterally, learn a 00:04:40.959 --> 00:04:43.639 new skill set, maybe you pause for a life event. 00:04:43.819 --> 00:04:46.220 And then step back in, but in a totally different 00:04:46.220 --> 00:04:48.680 department. Right. And she really hammers this 00:04:48.680 --> 00:04:50.779 idea of flexibility. And not just work -from 00:04:50.779 --> 00:04:53.740 -home flexibility, career flexibility. So why 00:04:53.740 --> 00:04:56.500 does this zigzag model matter so much? Because 00:04:56.500 --> 00:04:58.500 it completely transforms work -life balance, 00:04:58.779 --> 00:05:00.980 which always sounds like a trade -off into work 00:05:00.980 --> 00:05:03.279 -life integration. I see. So if you're a caregiver 00:05:03.279 --> 00:05:06.019 or parent, the zigzag lets you stay in the game. 00:05:06.079 --> 00:05:09.259 You don't have to quit. You just adjust the slope 00:05:09.259 --> 00:05:11.819 of your climb for a while. That is the key right 00:05:11.819 --> 00:05:14.639 there. In the old ladder model, if you had a 00:05:14.639 --> 00:05:17.480 baby or a sick parent, you had to jump off the 00:05:17.480 --> 00:05:20.040 ladder. You were out. Completely out. And getting 00:05:20.040 --> 00:05:24.019 back on was incredibly difficult. The zigzag 00:05:24.019 --> 00:05:26.680 keeps that talent and all that institutional 00:05:26.680 --> 00:05:29.589 knowledge inside the building. which is so critical 00:05:29.589 --> 00:05:31.850 when you're trying to keep five different generations 00:05:31.850 --> 00:05:35.269 happy and productive. Okay, so let's get tactical. 00:05:35.470 --> 00:05:37.269 You've kept the talent, great. Now you've got 00:05:37.269 --> 00:05:39.209 a 22 -year -old and a 60 -year -old on the same 00:05:39.209 --> 00:05:41.230 team. How do you actually get them to collaborate? 00:05:41.709 --> 00:05:44.629 Olsen lays out three specific buckets of strategy. 00:05:45.089 --> 00:05:47.149 The first one is something we've all heard of, 00:05:47.550 --> 00:05:50.829 mentoring and sponsorship. with a twist. There's 00:05:50.829 --> 00:05:53.149 always a twist. So it's not just the old person 00:05:53.149 --> 00:05:54.949 teaches the young person how stuff works. Right, 00:05:55.009 --> 00:05:57.029 that's the default. But she talks about this 00:05:57.029 --> 00:05:59.470 catalyst program they started way back in 2017. 00:05:59.850 --> 00:06:02.250 Paired early career women with senior leaders. 00:06:02.930 --> 00:06:05.050 The goal was sponsorship, you know, giving them 00:06:05.050 --> 00:06:08.009 a leg up. But the unintended consequence was 00:06:08.009 --> 00:06:11.089 reverse mentoring. Ah, so the execs started learning 00:06:11.089 --> 00:06:13.899 just as much from the juniors. The learning flowed 00:06:13.899 --> 00:06:16.399 both ways. The seniors were getting insights 00:06:16.399 --> 00:06:18.800 into digital tools, cultural shifts, stuff they 00:06:18.800 --> 00:06:21.240 were totally blind to. And the demand is coming 00:06:21.240 --> 00:06:24.620 from the bottom up. It is. In 2023, they launched 00:06:24.620 --> 00:06:27.620 these mentoring circles just because Gen Z and 00:06:27.620 --> 00:06:30.259 millennials were clamoring for growth. They had 00:06:30.259 --> 00:06:32.920 200 people raise their hands instantly. That's 00:06:32.920 --> 00:06:35.420 a huge signal. The younger generations aren't 00:06:35.420 --> 00:06:37.459 checking out. They're not quiet quitting. They 00:06:37.459 --> 00:06:40.379 are loudly asking for guidance. They're starving 00:06:40.379 --> 00:06:43.300 for it. Which brings us to the second bucket, 00:06:43.920 --> 00:06:46.579 training for empathy. Okay, I have to play devil's 00:06:46.579 --> 00:06:48.579 advocate here for a second. I know some people 00:06:48.579 --> 00:06:50.800 hear empathy training and their eyes just glaze 00:06:50.800 --> 00:06:53.500 over. They think it's all fluffy HR stuff. And 00:06:53.500 --> 00:06:55.819 that is such a dangerous assumption to make now. 00:06:56.379 --> 00:06:59.500 The data Anna -Lee shares is rock solid. Diverse 00:06:59.500 --> 00:07:03.420 teams are 12 % more productive. 12 %? And inclusion 00:07:03.420 --> 00:07:06.240 drives 30 % better performance. This isn't just 00:07:06.240 --> 00:07:09.240 about feelings, it's about output. If your team 00:07:09.240 --> 00:07:11.839 doesn't feel safe enough to speak up, you miss 00:07:11.839 --> 00:07:14.439 out on real innovation. So empathy is actually 00:07:14.439 --> 00:07:17.680 a risk management tool. It absolutely is. And 00:07:17.680 --> 00:07:19.519 HP has been doing this for a long time. They've 00:07:19.519 --> 00:07:22.360 had business resource groups since 1978. This 00:07:22.360 --> 00:07:24.779 isn't some new fad for them. Which takes us to 00:07:24.779 --> 00:07:26.980 the third bucket. And this is the one I feel 00:07:26.980 --> 00:07:29.199 gets ignored a lot. We talk about child care, 00:07:29.399 --> 00:07:32.439 sure. But Olson highlights life stages support. 00:07:32.639 --> 00:07:35.639 That goes way beyond that. Yeah, this goes beyond 00:07:35.639 --> 00:07:39.300 the fun perks. This is about biology, family. 00:07:40.079 --> 00:07:42.139 She mentioned some pretty rare examples like 00:07:42.139 --> 00:07:44.620 specific programs for menopause and perimenopause. 00:07:44.639 --> 00:07:46.620 And support for employees dealing with aging 00:07:46.620 --> 00:07:48.379 parents. That's the one that's going to become 00:07:48.379 --> 00:07:50.220 huge. We talk about the sandwich generation, 00:07:50.560 --> 00:07:53.060 caring for kids and parents. Elder care is this 00:07:53.060 --> 00:07:55.699 silent crisis for so many people. So why is this 00:07:55.699 --> 00:07:58.300 a priority? Well, look at the number she's working 00:07:58.300 --> 00:08:01.790 with. 21 % of their workforce is over 50. But 00:08:01.790 --> 00:08:05.569 60 % of their executives are over 50. Ah. So 00:08:05.569 --> 00:08:08.449 if you don't support those later chapters, you're 00:08:08.449 --> 00:08:11.069 going to lose your entire leadership tier. You 00:08:11.069 --> 00:08:13.110 lose the people with the most knowledge right 00:08:13.110 --> 00:08:15.269 when you need the most. So it's really a retention 00:08:15.269 --> 00:08:18.110 strategy for your most valuable player. It's 00:08:18.110 --> 00:08:20.610 asset protection. Simple as that. OK. I want 00:08:20.610 --> 00:08:23.009 to shift gears a little. We promised some myth 00:08:23.009 --> 00:08:25.550 busting. We all have these generational stereotypes 00:08:25.550 --> 00:08:27.430 in our heads. So I'm going to throw one at you. 00:08:27.689 --> 00:08:30.560 And you use the source material to just destroy 00:08:30.560 --> 00:08:32.299 it. Ready? I'm ready. Let's do it. All right. 00:08:32.320 --> 00:08:35.460 Let's start with the youngest. Stereotype one. 00:08:35.820 --> 00:08:39.919 Gen Z. The myth is they lack discipline, no work 00:08:39.919 --> 00:08:42.679 ethic. They just want to be on TikTok. False. 00:08:43.340 --> 00:08:46.419 But with a nuance. The research she cites says 00:08:46.419 --> 00:08:49.879 Gen Z has a massive desire to learn. The friction 00:08:49.879 --> 00:08:52.879 isn't about laziness. It's about cadence. Cadence? 00:08:52.879 --> 00:08:54.799 What do you mean? They want timely feedback. 00:08:54.940 --> 00:08:57.320 They want constant iteration. They don't want 00:08:57.320 --> 00:08:59.200 to wait six months for an annual review. They 00:08:59.200 --> 00:09:01.620 want collaboration now. Exactly. So it's not 00:09:01.620 --> 00:09:04.259 a lack of work ethic. It's a demand for immediacy. 00:09:04.399 --> 00:09:06.840 To a boomer manager, that can look like impatience. 00:09:07.179 --> 00:09:10.100 To a Gen Z employee, waiting a year for feedback 00:09:10.100 --> 00:09:12.340 looks like pure negligence. That's a great distinction. 00:09:12.519 --> 00:09:15.799 Okay, next up. Millennials. The myth. They're 00:09:15.799 --> 00:09:18.700 all job hoppers. No loyalty. Can't commit. Also 00:09:18.700 --> 00:09:21.159 false, basically. The research shows the Millennials 00:09:21.159 --> 00:09:22.759 are just as likely to stick with the company 00:09:22.759 --> 00:09:25.139 as older generations were at that same age. So 00:09:25.139 --> 00:09:28.059 we're just confusing being young with being a 00:09:28.059 --> 00:09:30.419 Millennial. Exactly. The job hopping is more 00:09:30.419 --> 00:09:33.139 a function of age, not generation. As they've 00:09:33.139 --> 00:09:35.600 gotten older, their retention stats look pretty 00:09:35.600 --> 00:09:38.399 normal. Okay, what about the forgotten generation? 00:09:38.740 --> 00:09:41.179 Gen X. The myth is they're the middle child, 00:09:41.360 --> 00:09:44.080 no X factor, not really changing anything. She 00:09:44.080 --> 00:09:46.240 pushes back hard on this. She's like, look at 00:09:46.240 --> 00:09:48.139 the New York Times, the Washington Post, major 00:09:48.139 --> 00:09:51.200 institutions. The visionary leaders driving change 00:09:51.200 --> 00:09:53.279 right now. They're largely Gen X. They're the 00:09:53.279 --> 00:09:55.879 bridge generation. They're the translators. They're 00:09:55.879 --> 00:09:58.200 fluent in the analog past and the digital future. 00:09:58.740 --> 00:10:01.220 They are driving the bus right now. I like that. 00:10:01.559 --> 00:10:04.909 All right, last one. Baby boomers. The myth is 00:10:04.909 --> 00:10:07.830 they can't handle new tech. You know, the, I 00:10:07.830 --> 00:10:10.929 can't convert this PDF trope. OK, this was my 00:10:10.929 --> 00:10:14.009 favorite data point in the entire source. A microsize 00:10:14.009 --> 00:10:16.669 survey showed that 50 % of boomers felt they 00:10:16.669 --> 00:10:19.870 had the skills to meet the demands of AI. 50%. 00:10:19.870 --> 00:10:23.029 That sounds OK, I guess. But what's the baseline? 00:10:23.330 --> 00:10:26.610 Well, you compare it to Gen Z. The digital natives 00:10:26.610 --> 00:10:30.080 deal only at 65%. Wait, wait. So the gap between 00:10:30.080 --> 00:10:33.080 the kid who grew up with an iPhone and the executive 00:10:33.080 --> 00:10:35.679 who started with a typewriter is only 15 points. 00:10:35.779 --> 00:10:38.799 It's not a canyon. It's a crack. 15 points is 00:10:38.799 --> 00:10:42.179 nothing. It proves boomers are lifelong learners. 00:10:42.500 --> 00:10:44.480 They've had to relearn how to work every single 00:10:44.480 --> 00:10:47.559 decade. Typewriters to desktops to laptops to 00:10:47.559 --> 00:10:50.100 the cloud. They're actually the most experienced 00:10:50.100 --> 00:10:53.360 adapters in the room. That is a profound reframing. 00:10:53.399 --> 00:10:55.759 They've survived more tech shifts than anyone. 00:10:55.960 --> 00:10:59.480 Precisely. They're resilient. Wow. OK, so we've 00:10:59.480 --> 00:11:01.080 busted the myth. We've looked at the strategies, 00:11:01.139 --> 00:11:03.259 but I want to talk about the future. Annalise 00:11:03.259 --> 00:11:07.399 says by 2032, Gen Z will be a third of the entire 00:11:07.399 --> 00:11:10.240 workforce. That is a huge demographic wave coming 00:11:10.240 --> 00:11:12.799 right at us. It is. And what they want fundamentally 00:11:12.799 --> 00:11:15.360 is to feel connected and understood. But Annalise 00:11:15.360 --> 00:11:17.740 flags a massive disconnect here. She calls it 00:11:17.740 --> 00:11:20.480 the EQ gap. This is the danger zone. The stats 00:11:20.480 --> 00:11:22.820 are really stark. You've got 70 % of senior leaders 00:11:22.820 --> 00:11:25.899 who agree that emotional intelligence or EQ is 00:11:25.899 --> 00:11:27.580 vital. So they know it's important. They say 00:11:27.580 --> 00:11:31.720 it's important. In theory. But only 45 % of Gen 00:11:31.720 --> 00:11:33.799 Z employees say they actually see their managers 00:11:33.799 --> 00:11:37.019 displaying it. Oof. That is a massive gap between 00:11:37.019 --> 00:11:39.299 what leaders think they're doing and what their 00:11:39.299 --> 00:11:42.179 youngest employees are actually feeling. Correct. 00:11:42.480 --> 00:11:44.659 Leaders think an open door policy is empathy. 00:11:45.320 --> 00:11:48.659 Gen Z is saying no. You're not anticipating my 00:11:48.659 --> 00:11:51.019 burnout. You're not connecting with me as a human. 00:11:51.500 --> 00:11:54.559 And that gap creates total disengagement. So 00:11:54.559 --> 00:11:57.759 how do we close it? Annalise lists four qualities 00:11:57.759 --> 00:12:00.340 of a great leader for this new world. Let's run 00:12:00.340 --> 00:12:02.779 through them. OK. Number one is empathy. And 00:12:02.779 --> 00:12:05.840 she's specific. It's the ability to listen and 00:12:05.840 --> 00:12:08.500 just... have a pulse on the room, sensing the 00:12:08.500 --> 00:12:11.240 emotional temperature. Okay. Number two. Transparency, 00:12:11.519 --> 00:12:13.980 which is huge for younger generations, giving 00:12:13.980 --> 00:12:17.039 the why behind the what. They want context. If 00:12:17.039 --> 00:12:19.500 you hide the logic, you lose their trust. Makes 00:12:19.500 --> 00:12:21.659 sense. Number three is collaboration. Right. 00:12:22.039 --> 00:12:24.379 And number four, this is the one she really emphasizes, 00:12:24.919 --> 00:12:27.080 adaptability. Why that one so much? Because of 00:12:27.080 --> 00:12:28.840 this idea of the 100 -year life. We're living 00:12:28.840 --> 00:12:30.740 longer than ever before, so our careers could 00:12:30.740 --> 00:12:34.600 span. 60, maybe 70 years. A 70 -year career. 00:12:35.019 --> 00:12:37.220 That's exhausting to even think about. That is 00:12:37.220 --> 00:12:39.779 a lot of Zoom calls. It is if you try to sprint 00:12:39.779 --> 00:12:41.639 it. But it means you're going to have so many 00:12:41.639 --> 00:12:43.899 different chapters. You might lose a job, change 00:12:43.899 --> 00:12:46.899 industries, pivot completely at age 55. So the 00:12:46.899 --> 00:12:50.360 ability to remain curious and coachable, that's 00:12:50.360 --> 00:12:52.580 the only real survival skill. You have to treat 00:12:52.580 --> 00:12:54.960 your career like a series of startups, not one 00:12:54.960 --> 00:12:58.379 long corporate gig. So wrapping this all up. 00:12:59.000 --> 00:13:01.179 What's the big takeaway for you, for the listener? 00:13:01.340 --> 00:13:03.779 We've gone from boardroom stats all the way to 00:13:03.779 --> 00:13:06.500 the empathy gap. I think the main lesson is that 00:13:06.500 --> 00:13:09.980 this multi -generational workplace, it's not 00:13:09.980 --> 00:13:12.940 a cage match. It's a huge asset. But only if 00:13:12.940 --> 00:13:16.259 you shift from that latter mindset to the zigzag. 00:13:16.379 --> 00:13:19.419 And you have to realize that the soft skills, 00:13:19.740 --> 00:13:22.500 empathy, EQ, collaboration, those are actually 00:13:22.500 --> 00:13:24.279 the hardest currency now. They're the things 00:13:24.279 --> 00:13:27.039 the machines can't replicate. Exactly. And realizing 00:13:27.039 --> 00:13:29.240 your 60 -year -old coworker and your 20 -year 00:13:29.240 --> 00:13:31.600 -old intern actually want the same basic things 00:13:31.600 --> 00:13:33.100 that they want to learn, they want feedback, 00:13:33.179 --> 00:13:35.440 they want to do meaningful work. It's true. And 00:13:35.440 --> 00:13:37.279 I want to leave you with one final thought from 00:13:37.279 --> 00:13:40.039 that 100 -year life idea. It's something to really 00:13:40.039 --> 00:13:42.740 chew on. Let's hear it. If we are going to live 00:13:42.740 --> 00:13:47.200 to 100 and work into our 70s or 80s, does the 00:13:47.200 --> 00:13:50.259 whole concept of seniority based on age even 00:13:50.259 --> 00:13:53.659 make sense anymore? If you can learn AI at 65, 00:13:54.299 --> 00:13:57.639 reinvent yourself at 50. then maybe we should 00:13:57.639 --> 00:13:59.580 stop thinking about aging out of the workforce 00:13:59.580 --> 00:14:01.960 and start thinking about spiraling up. Maybe 00:14:01.960 --> 00:14:04.899 the peak of your career isn't 50. Maybe it's 00:14:04.899 --> 00:14:07.200 80. And if your peach is at 80, then no matter 00:14:07.200 --> 00:14:10.059 how old you are right now, you are just getting 00:14:10.059 --> 00:14:11.679 started. Peaking at 80. I kind of love that. 00:14:11.700 --> 00:14:13.779 It takes all the pressure off. It changes the 00:14:13.779 --> 00:14:16.120 timeline completely. It really does. Well, thank 00:14:16.120 --> 00:14:17.960 you for zigzagging with us today. We hope this 00:14:17.960 --> 00:14:19.799 gave you some tools to navigate your own team 00:14:19.799 --> 00:14:21.799 a little better. Keep learning. And we'll see 00:14:21.799 --> 00:14:23.220 you on the next deep dive.