Two years ago, I wrote about generational differences in the workplace.
Baby Boomers. Gen X. Millennials. Gen Z. Different drivers. Different expectations. Different tolerances.
And here we are. Not much has changed. What has remained consistent?
The assumption.
“They’re going to leave anyway.”
That sentence is doing more damage to your organization than any generational trait ever could.
Because once a leader believes that, the systems start to reflect it.
- Why invest deeply?
- Why give authority?
- Why map out a path?
- Why involve them in decisions?
They’re going to leave. And then… they do.And we call it generational.
The Self-Fulfilling Leadership Loop
Assumption → Limited investment → Lack of empowerment → Disengagement → Exit →
“See? I told you.”
That’s not a generational issue. That’s a leadership design issue.
Let me give you a few real examples.
Example #1: The Rebrand That Lost Momentum
A Millennial was hired specifically for her expertise in rebranding. That was the mandate. She had the skill set, the vision, and the drive.
What she didn’t have was clarity. Desired outcomes kept shifting. Direction changed midstream. Decisions were reversed. She consistently went above and beyond — increasing client engagement in the process — only to have the organization pivot again.
Eventually, energy drops. Not because she lacked work ethic. But because leadership lacked alignment and consistency. You can’t hit a moving target.
This isn’t generational fragility. It’s systemic inconsistency.
Example #2: The Layoff That Silenced the Room
In another organization, a Millennial employee was doing work he genuinely enjoyed. Engaged. Contributing. Building momentum.
Then leadership made a financial decision — layoffs — without first discussing the situation with staff. No transparency. No invitation for input. No “help us think through solutions.”
The layoffs happened. The ones who remained? They’re not engaged. They’re planning their exit. Quietly.
Again — not generational entitlement. It’s what happens when people feel decisions are made about them instead of with them.
Contrast That With This
At The Ritz-Carlton Hotel Company, every employee — from dishwasher to executive — has discretionary authority (and budget) to solve guest problems.
That’s not a personality trait. That’s a system.
Clear expectation.
Clear authority.
Clear trust.
When you design empowerment into the structure, people behave differently.
And no, this isn’t about hospitality. It’s about leadership clarity.
Let’s Be Honest
Every generation wants the same core things:
- To feel valued
- To know where they stand
- To see a path forward
- To have authority equal to their responsibility
Some generations were more reticent about leaving. They tolerated ambiguity longer. They stayed out of loyalty, habit, or limited options.
That tolerance window has shrunk.
But that’s not dysfunction. That’s market awareness.
And here’s the uncomfortable question: Can you afford to lose your best performers because you didn’t show they were appreciated and valued for their contributions?
High performers don’t burn out because they’re asked to do too much. They burn out because they’re underutilized.
Research consistently shows that top performers deliver 3-4x the impact of average performers in complex roles. Yet studies have shown that career growth and development is the #1 reason high performers leave organizations.
When talent is boxed in, misaligned, or kept “comfortable,” companies don’t just lose momentum, they lose their best people.
For me, performance has always been about more than driving results or growing revenue. It’s about being in an environment that challenges me, stretches me, and grows me at the same pace I’m growing the business.
High performers need:
· Scope that matches capability
· Leaders who leverage strengths, not suppress them
· Clear paths for growth, not ceilings disguised as stability
If you want exceptional outcomes, you have to fully activate exceptional talent.
We all know replacing someone costs money. Fine.
But how do you measure:
- The loss of creativity
- The cultural lift high performers provide
- The productivity gap while others absorb the void
- The message sent to those who remain
When high performers leave, there is a vacuum.
And vacuums pull morale down with them.
This Isn’t About Millennials
It’s not about Gen Z.
It’s not about phones.
It’s not about who prefers text over meetings.
Generational differences don’t break organizations.
Poorly designed leadership systems do.
If there’s no visible path, people disengage.
If authority doesn’t match responsibility, people stop caring.
If communication is inconsistent, trust erodes.
That applies at 25 and at 55.
Generations simply expose what was already weak.
The Good News
This can be fixed.
You don’t need a culture overhaul retreat in Napa.
You need intentional design.
In Part 2, we’ll talk about where to start Monday morning:
- How to reset expectations
- How to build visible career paths
- How to align authority with responsibility
- And how to maintain consistency so this doesn’t fade in 90 days
Read that. Then let’s talk.
Because if you’re serious about performance, you don’t design for turnover.
You design for contribution.
Join the Live Executive Strategy Session
Stop Blaming Generations: Design an Organization That Performs
📅 March 25 | 12:00 PM PT
🎟 Limited to 25 executive seats
This is a live, interactive strategy session for business owners and senior leaders who are serious about performance — and done with generational finger-pointing.
We’ll focus on:
• Designing accountability across age groups
• Eliminating cultural friction that drains results
• Practical shifts you can implement immediately
This is not a passive webinar. Expect discussion. Expect clarity. Expect to think.
Registration required.
Replay available to registrants only.
👉 Reserve your seat here:
https://us02web.zoom.us/meeting/register/Nc4zoPB6Tjm7wp6RZ6We_w
Seats are intentionally limited to allow real executive-level conversation.
P.S. If you’re tired of blaming Millennials, Gen Z, Boomers, or the alignment of the moon — this session is for you. We start on time, and we cap at 25.
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