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Winning over Gen Z employees isnt about flashy perks or trendy office spacesits about leadership that actually walks the talk. This younger generation of employees has different values than their predecessors. It expects transparency, meaningful work, and a culture that values their contributions. If leaders want to earn their trust and loyalty, they need to rethink traditional management styles and embrace a more authentic, collaborative approach. From recognition and flexibility to open communication, heres what nine leaders say it takes to lead Gen Z employees in a way that actually resonates. Provide regular recognition I’ve seen how regular recognition can be crucial in building trust and loyalty with Gen Z employees. This generation values being acknowledged for their hard work and contributions, and when leaders show appreciation, it creates a positive work culture. We make it a point to regularly highlight the achievements of our team, whether in team meetings, through internal shout-outs, or personal messages. For example, every quarter during our company meeting, our CEO publicly recognizes a few employees for their outstanding contributions, reinforcing the importance of appreciation at every level. This helps people feel seen and motivates them to keep pushing forward. One approach that has worked really well for us is encouraging employees to regularly give shout-outs to each other for going above and beyond. One such example is via our Thankful Thursdays, where everyone is welcome to give recognition to a peer. This creates a sense of community and helps build trust among employees, as they know their colleagues are supporting and appreciating their efforts. It’s not just about top-down recognition; it’s also about fostering a culture of mutual respect. It helps Gen Z employees feel that their contributions matter, which in turn builds a sense of loyalty to the company. Vivek Vaidya, Cofounder & CTO, Ketch Foster transparency and authenticity Leaders can earn trust and loyalty from Gen Z employees by fostering a culture of transparency and authenticity in communication. Gen Z values honesty regarding decision-making, company direction, and understanding how their contributions fit into the bigger picture. They are not just looking for a paycheckthey want to feel like they’re part of something meaningful, and they want to work for open and genuine leaders. A key approach I’ve found effective is holding regular, informal check-ins that focus on achievements and challenges. During these sessions, I share company updates, discuss ongoing projects, and address any issues the business may face. I also encourage team members to ask questions, provide feedback, and share ideas on overcoming obstacles. This creates a sense of inclusivity, where employees feel their opinions are valued, and trust is built through open dialogue. Transparency extends to leadership decisions. When changes or challenges arise, I make it a point to explain the reasoning behind decisions rather than just delivering the outcome. This helps employees understand the “why” behind actions, turning decisions into shared experiences rather than top-down mandates. As a result, employees feel more engaged and involved, which deepens their trust in leadership. Providing opportunities for Gen Z employees to contribute their insights in these conversations further empowers them to take ownership of their work. When their input can influence the company’s direction, they develop a greater sense of purpose and connection to the organization’s success. For example, I worked with a client who wanted to improve communication with their younger team members. We set up biweekly “listening sessions,” where leadership openly discussed company goals and challenges, and Gen Z employees were invited to provide feedback and suggest solutions. These sessions fostered candid, two-way conversations that made employees feel more informed and involved. They also brought forward valuable insights that helped the company make better decisions. This approach builds trust by showing that leadership values Gen Z employees’ perspectives and treats them as active participants in decision-making. It emphasizes authenticity, open communication, and mutual respect, which are essential for earning loyalty from this generation. When leaders are transparent, inclusive, and willing to listen, they create lasting, meaningful relationships with their teams. April Eldridge, Founder/Principal – Fractional COO & Chief of Staff, April Eldridge Consulting Empower employees from day one From day one, we empower our Gen Z employees to take ownership of their career with our “Green Room,” a structured three-day period where new hires reflect on their past experiences, current skills, and future goals before meeting with leadership to cocreate their development plan. In case you’re wondering about the name Green Room, our brand is all green, and our Operations team loves theater. The Green Room asks new hires to consider their past roles, detailing what they loved, what drove them crazy, and what opportunities/support they wished they had. Instead of corporate onboarding, we encourage honest reflection about new hires’ career trajectory and aspirations. By day three, we discuss real metrics. New hires pitch their own KPIs and qualitative goals (the actual numbers they’ll be measured by) to their supervisors. Letting new employees set their own targets is exactly the kind of trust that makes Gen Z stick around. Promises of growth just don’t cut it when it comes to building trust with your new Gen Z hires; you have to prove to your employees that there is a clear path for advancement in your organization. I’m proud to say that over 50% of our current staff started as entry-level employees or Specialists (our paid internship program). Rather than trying to force Gen Z employees into traditional models, we’ve adapted our work environment to Gen Z’s preferences. We offer true flexibility: our team can work remotely, from our New Orleans HQ, or we’ll cover coworking space costs if they want the social aspects of office life without a full-time commute. Everyone on our team is empowered to choose the workplace environment where they work best, which shows that we trust our Optimists to be able to decide for themselves. Gen Z values transparency, so we have built in opportunities to bring candid dialogue to our Gen Z employees proactively. We’ve formalized the conversation around compensation by discussing it every four months. Flynn Zaiger, CEO, Online Optimism Respect work-life balance Gen Z values flexibility and well-being as much as career growth. Leaders who respect work-life balance and mental health earn their trust. It’s not just about perksit’s about creating a culture where they feel valued as people, not just employees. One manager I coached introduced No-Meeting Fridays to reduce burnout and encourage deep work. A Gen Z employee later shared that this small change helped them feel more productive and less stresed, leading them to stay with the company longer than they had planned. Small, thoughtful shifts like this show genuine care, which builds trust and loyalty. Mauro Nardocci, Marketing and Leadership Expert – The Economist Top 10 ocean Change Maker, Sounding Board Avoid micromanaging One of the most successful ways for leaders to acquire the trust and loyalty of Gen Z employees is to refrain from micromanaging them and instead give them the freedom to make decisions regarding their projects. For instance, a leader could set clear objectives and expectations at the start of the process, then schedule regular check-ins, such as once or twice a week, to provide direction and feedback, instead of constantly monitoring every detail. The flexibility to innovate, problem-solve, and think creatively is something that Gen Z employees place a high value on, and this method gives them the opportunity to do so. An example of this strategy being put into practice in the real world is a technology company that has developed a “results-only work environment” (ROWE) for its employees who are members of Generation Z. Employees were given the authority to control their own time and procedures because managers focused on outcomes rather than specific processes or the number of hours spent. Not only did this increase productivity, but it also built a sense of trust and loyalty among employees, as they felt appreciated and trusted to deliver outcomes in their own unique way. It is possible for leaders to cultivate deeper, more collaborative relationships with Gen Z employees by providing them with the room to flourish while still maintaining open lines of communication. These relationships are the driving force behind both individual and organizational success. Rejoyce Owusu, Vice President of Human Resources, Umatta Consulting Embrace reverse mentoring I’ve seen firsthand how being open to learning from Gen Z employees fosters trust and loyalty. Gen Z thrives in collaborative, mission-driven environments, and they want leaders who respect their perspectives, not just dictate from the top. One key way I’ve built trust is by embracing reverse mentoring, where our younger team members educate leadership on digital trends, AI-driven workflows, and evolving workplace values. For example, when we were refining our approach to donor engagement, a Gen Z employee suggested leveraging short-form video content on TikTok and Instagram Reels. Initially, some senior leaders were skeptical, but after listening and implementing their ideas, we saw a noticeable increase in engagement from younger donors. By showing that we trust and act on their insights, we reinforce that their voices matter. This openness has created a culture where Gen Z employees feel valued, invested in our mission, and more likely to stay long-term. Justin Wheeler, Cofounder & CEO, funraise Follow through on promises The one thing leaders need to do to earn trust and loyalty from Gen Zers is to actually follow through. Gen Z grew up watching corporations make big, flashy promises about work-life balance, diversity, mental health, and flexibility, only to see those promises fall apart the moment things got tough. They’re skeptical, and honestly? They have every reason to be. Leaders who want their trust need to prove, through consistent actions, that their words aren’t just for employer branding. They aren’t looking for perfection though, but they are looking for consistency. They know that no leader or company gets everything right 100% of the time, and that’s not the issue. The issue is when leadership claims to stand for something but fails to show up when it actually matters. They don’t expect every policy to be flawless or every workplace to be utopian, but they do expect their leaders to be honest, accountable, and willing to back up their words with real action. This is where so many companies get it wrong. They roll out polished mission statements about work-life balance, but then glorify employees who burn out working late nights. They preach mental health support, but then guilt employees for taking a sick day. They talk endlessly about diversity and inclusion, but when promotion time comes, the leadership team still looks the same. It’s not the imperfections that cause them to lose trust, it’s the hypocrisy. For Gen Z, consistency means alignment between what a company says and what it actually does. It means if a company promises flexibility, it doesn’t punish employees for using it. If it claims to care about professional growth, the company should provide real opportunities for learning and mentorship, not just vague encouragement. If it commits to inclusivity, it doesn’t just hire diverse talent but actually fosters an environment where those employees have a path to leadership. At the core of this, Gen Zers are looking for leadership they can believe in. They want to work for companies that don’t just talk about values but embed them in their culture, decisions, and daily operations. For me, that’s the real key to earning their trust and loyalty. Be the kind of leader who doesn’t just make promises but follows through, even when it’s inconvenient. They demand authenticity and consistency. And if a leader can provide that, they’ll have a team that’s truly invested in the company’s success. Stephen Greet, CEO & Cofounder, BeamJobs Adopt expertise-driven leadership As an executive leadership coach, I’ve learned that Gen Z’s trust isn’t won through traditional management tactics. Instead, it’s earned through what I call “expertise-driven leadership.” This approach combines authentic coaching with transparent mentorship. I was working with a tech company that was seeing a concerning drop in Gen Z retention. The leaders were well-intentioned, but their approach was not very collaborative. So, we made a shift. We reimagined their leadership style to focus on coaching and mentorship rather than the usual top-down management. And, wow, did it make a huge difference. Gen Z values growth, but not necessarily in climbing a hierarchical ladder. In fact, 72% of them prefer advancing through expertise, not people management. So, we introduced “expertise exchange” sessions. Senior leaders stopped simply giving orders and instead became facilitators. They opened up about their challenges, invited team members to help solve them, and made room for innovative ideas. The results were incredible: engagement shot up, turnover decreased, and trust grew stronger. This change was more than just a leadership shift; it aligned perfectly with Gen Z’s core values. Research shows that companies with a strong coaching culture see a 60% boost in employee engagement. Here’s what I’ve realized: it’s not just about adding coaching; it’s about transforming how we think about leadership altogether. From my experience, the best leaders are the ones who prioritize curiosity over control. They’ve let go of the “I know best” mindset and embraced “collaborative expertise.” While leaders bring experience to the table, they also acknowledge that their Gen Z employees bring fresh, digital-savvy perspectives that can be just as valuable. Let’s not forget: Gen Z has grown up fact-checking everything online. They can spot inauthentic leadership a mile away. That’s why transparency is critical. I’ve seen the difference it makes when leaders admit their mistakes, share challenges openly, and seek input from their teams. It creates a space where psychological safety thrives, and Gen Z feels respected and heard. The truth is, Gen Z wants leaders who act as both coaches and collaborators. They want mentorship that guides their growth but respects their autonomy. When leaders adopt this dual role, they build trust and create an environment where both sides can flourish together. Zabrina Mok, Founder, Strategic EQ Inc. Prioritize authenticity and diversity Leaders can earn trust and loyalty from Gen Z employees by prioritizing authenticity and recognizing diverse communication styles. One effective approach is fostering an environment where individuals feel safe to express themselves while maintaining healthy boundaries. For example, a leader who openly acknowledges their own learning momentswhether about workplace dynamics, social issues, or evolving industry trendsdemonstrates vulnerability and growth. This creates space for Gen Z employees to do the same, which encourages collaboration, innovation, and psychological safety. Equally important is rejecting binary thinking. Trust isn’t built through rigid right-or-wrong approaches but through transparency, nuance, and action. Leaders who navigate complexityholding space for different perspectives while addressing biasshow a real commitment to fairness and continuous improvement. When leadership embraces the full spectrum of identities, experiences, and ideas, Gen Z employees know they don’t have to fit into a predefined mold to belong and thrive. Amanda Ralston, M.Ed., BCBA, LBA, & Founder / CEO, NonBinary Solutions
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Researchers in a highly regarded Department of Defense program called the Minerva Research Initiative recently received word that grants already awarded by the Defense Department are being terminated, potentially putting their workand in some cases even paychecks for their students and lab staffin peril. Since 2008, the Minerva program has funded university social science research projects related to U.S. national security. Created under the George W. Bush administration and Defense Secretary Robert Gates, the program has backed research into subjects like Russian propaganda campaigns, overseas effects of U.S. military deployments, and modern maritime piracy. As recently as August, the program announced a new round of $46.8 million in multiyear grants to teams studying topics like organized crime in Colombia, the impact of AI technology, and population movements amid climate change. “In a rapidly changing world, social science is essential for making sense of human behavior, guiding informed decisions, and understanding societal progress,” David Montgomery, director of social science in the Defense Department’s Office of the Under Secretary of Defense for Research and Engineering, said at the time. “We need to explore and better understand the complex social dynamics that shape our world and provide insights useful to policymakers and others concerned with the social context of security.” But under the Trump administration, priorities appear to have changed. A March 2 report in Science found that “dozens” of researchers are affected, and that applicants for the next round of Minerva funding received word that the Department of Defense was “no longer offering” the program. It’s a decision that left grant recipients and other scientists baffled, since the program previously received support under presidents from both major parties, appears to align with the Trump administration’s focus on national security, and cost relatively little. A 2020 report from the National Academies of Sciences, Engineering, and Medicine found the program typically received between $20 million and $22 million in annual federal funding. Total annual defense spending is typically more than $700 billion per year. “There’s an aspect of this in which we’re removing an investment in the efficacy of future national security policy for short-term cost savings,” says Jacob Shapiro, professor of politics and international affairs at Princeton University. The Department of Defense didn’t respond to an inquiry from Fast Company. The Trump administration has gone after a wide array of scientific programs, probing grants related to disfavored topics like climate change and gender, pausing research funding through the National Institutes of Health, and cutting the jobs of hundreds of weather forecasters and other employees at agencies like the National Oceanic and Atmospheric Administration. The so-called Department of Government Efficiency (DOGE) has pursued cuts throughout the federal government and cancelled contracts and grants throughout the government. Defense Department spokesman Sean Parnell cited a Minerva-funded study of “Vulnerability and Resilience to Climate Hazards in the African Sahel” in a video posted on Monday to X discussing allegedly “wasteful spending” highlighted by DOGE. “This stuff is not a core function of our military,” he said in the video. But scholars familiar with the Minerva program say the cuts there still came as somewhat of a shock, since the program supports research in national security-related areas that otherwise seem to be White House priorities. “It just seems tremendously short-sighted to cut support from a program that has absolutely transformed research and practice on counterterrorism, says John Horgan, a professor in Georgia State University’s psychology department and an expert on the psychology of terrorism. It makes no sense.” In addition to traditional peer-reviewed research papers, scientists receiving Minerva grants have generated write-ups in mainstream publications like The New York Times and Scientific American, interactive mapping tools for visualizing climate change and disaster issues, social network analysis software, and numerous relevant data sets, according to the National Academies study. “Over the past decade, Minerva grants have produced a substantial body of research in a variety of areas of importance to national security,” the report found. Horgan received Minerva funding between 2014 and 2018 to study religious conversion and converts who commit acts of terrorism. He says the program was valuable not only for the grants it provided but for connecting researchers with DOD officials. Those connections helped officials understand researchers’ insights and put them into practice around the world. They also helped scientists learn to better communicate their results to public officials, he says. Minerva funding has also supported new scholars in national security-related fields, particularly in today’s academic environment, where graduate students, undergraduate researchers, and early-career professors depend on external grants to finance their work. Horgan says Minerva funds made it possible to recruit up-and-coming researchers with newly minted doctorates in fields related to national security and “give them the time and space and resources to shine” as their careers take off. “It really is about figuring out how to support and pave the way for success for the next generation of terrorism scholars,” he says. “That’s what Minerva allowed me to do.” The sudden apparent shutdown of the program will likely leave some scholars scrambling for new sources of funding for existing projects and workers. “Many of us cut our teeth as assistant professors with support from the Minerva Initiative, which allowed us to support students and carry out field work,” writes Josh Busby, a public affairs professor at the University of Texas at Austin, in an email to Fast Company. “We were able to develop innovative new datases and methods including geospatial mapping and conflict event data. We explored important new areas of risks to U.S. national security from emergent problems like climate change. The loss of a major funding source for the social sciences is a significant setback for academic research, he says, and may weaken the government’s ability to comprehend and address threats facing the nation, he says. The Trump administration has already made several high profile about-faces around funding cuts and personnel decisions, so it’s still possible the Minerva program could be restored in some form. It’s unclear whether the administration has the authority to terminate existing Minerva grants, which means the cuts could face legal challenges. Also still up in the air is how budgets across the federal government will be affected by votes in Congress, which faces a March 14 deadline to pass a spending bill for the rest of the fiscal year or face a government shutdown. But, researchers say, if the funding isn’t restored, the lack of research into security-related topics and the failure to cultivate up-and-coming scholars and their relationships with the Defense establishment may cost more down the line. Recent decades have seen plenty of successful research into what sorts of programs actually work to promote international security and development, from cash transfers for poor people to various kinds of public health interventions, says Christopher Blattman, a professor of global conflict studies at the University of Chicago who has received Minerva funding for research involving organized crime in Colombia. “The unfortunate thing is the toolbox for the next 20 years not only will be more poorly funded, but it won’t be as effective, because we won’t be continuing to build on what actually works,” he says. Blattmans work has included looking at ways to offer young people alternatives to gang membership. He says he and his colleagues had been “cautiously optimistic” that the Trump administration’s focus on countering drug smuggling could lead to more funding for that sort of work. “Why this was on the chopping block?” he says. “I don’t know.” Blattman, who also saw other government funding from sources like the U.S. Agency for International Development dry up, says his team will likely be able to “sweep by on fumes” and continue existing projects, though they may not be able to do as detailed measurement as would have been possible if the grants continued. “Nothing shuts down, but we definitely are maybe less ambitious in our scope of what we can do,” he says. In general, says Princeton’s Shapiro, the Minerva program has funded research with practical applications into civil wars in Africa, Islamist extremism, drug-related conflict in Mexico, and why people join terrorist organizations and how best to demobilize them, among other topics relevant to U.S. defense efforts. And while it’s a tiny fraction of overall U.S. defense spending, the research that has come out of Minerva has helped officials make decisions about how to effectively allocate funds and personnel to actually make a difference, Shapiro says. “There’s tremendous value for money in this program,” he says.
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The question came innocently enough: What do you want to be when you grow up? Lindsays daughter, after a brief pause, looked up and confidently replied, I want to be a client. The simplicity of the answer hid the complexity of what she had observed: The clients always seemed to get the very best version of her mother. In her daughters young mind, being a client meant holding a special placeone that commands focus, care, and an unwavering commitment. As two mothers navigating full-time legal careers, that moment was not lost on either of us. It reveals a truth that is often glossed over in the narratives about working women, especially those of us balancing professional intensity with parenting. Beneath the thin veneer of having it all, we know all too well the quiet sacrifices and compromises that characterize our balancing act. The spotlight may be on our professional accomplishments, but in the shadows our children wait patiently for our attention, often competing with the demands of a profession that do not easily relent. The Weight of Expectation Too often the complexities of ambition, motherhood, and professional duty are distilled into stereotypes that seek to diminish rather than dignify. Its a familiar storythe notion that a woman with power and responsibility must inevitably be lacking elsewhere. Or that her identity as a mother or partner is somehow contrary to her professional persona. These narratives, however veiled, carry weight. But lets say what that really means. It means that the diligence and tenacity we bring to our careers and our clients are identical to the dedication we offer to our families. It means that the long hours spent advocating for clients are juxtaposed with the quiet moments at home, where the stakes are equally high, even if measured in hugs rather than verdicts. It means that, despite the portrayal of women in leadership as one-dimensional, we are more. We are multifaceted, resilient, and deeply invested in both our professions and our roles as mothers. Living with the Tension The path of a working mother demands a constant recalibration of priorities where both career and family vie for equal attention and each carries its own form of guilt. The notion of balance is a fallacy. At least thats what weve learned from years of trying to juggle our careers and motherhood. Instead, its a constant series of trade-offs and compromises leading us to understand that each day is unique. Theres no neat division between work and life anymore. Mornings usually start early, working before the rest of the house wakes up. We often work with one eye on the clock, calculating the minutes until we sprint from the office to catch a school or sport event. Or days when theres a sick child and no available caregiver, the idea of balance seems laughable. This has forced us to rethink how we define successnot by perfection but by flexibility and resilience. Its about being okay with the days that feel like controlled chaos and accepting that sometimes one part of life will have to be put on pause for the other. When our daughters see us in actionthey dont just witness the power, grace, and poise required of our profession; they see the weight of that responsibility and the effort and dedication it takes to give both our clients and our children the best of us. The Lessons We Teach As children we dreamed of becoming lawyers, mothers, or both, imagining these roles as ultimate markers of success and happiness. Our daughters, however, have grown up watching us navigate the realities of those choices and their dreams for us are different. If a child believes happiness comes from being in a position where others give their full attention, then maybe thats a mirror to our own internal narrativesthe idea that to be happy we must be fully attended to, in control, or on the receiving end of care. But our journey has taught us that happiness, real happiness, isnt about being a client. Its not about receivingits about the pursuit itself, the constant striving to give our best to both our careers and our children. So while our daughters might want to be clients today, we hope they understand, over time, that true fulfillment comes not from being at the center of attention, but from living and thriving with the tension.
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