CEOs, we should think about relationships at work.

In the last month, I took part in an open discussion on Quiet the Quiet at the annual World Economic Forum conference in Davos. The pace of change within the workplace, and it appears to me that the leaders just like us, have been asking plenty of pertinent questions. what are the advantages and disadvantages of working remotely , potential risks, and benefits offered through AI and the necessity to develop healthier and sustainable enterprises.

One question, however, merits more focus If the Generation X workforce is evolving and technology is evolving as well as post-pandemic behaviours and expectations changing...don't our leaders also have to evolve as well?

There's a whole generation of digital natives who are making their way into the workforce. They've been taught how to make videos and share them in lieu of texting or calling since they're able to consider TikTok or YouTube as top sources for information. In their personal lives they're constantly in contact and are extremely active.

However, in the workplace the situation is quite different. There are noticeable decreases in engagement and satisfaction in those who work from home and the younger generation of younger millennials. Only 4 percent of young people who work at home or work who work in hybrid workplaces are aware of what they should expect from working, as well as nearly fifty percent of Gen Z employees are ambivalent or not engaged at work. If we view the engagement of employees as an important measure of efficiency within the workplace, and also in productivity, it can have a significant impact on every business and every firm's profit.

Why is this disconnect? In work, as well as in life it is common for us to want to be part of a bigger picture than we are. There is a strong longing to belong and have an authentic identity that can be seen as unfiltered, authentic and authentic. The more our workforce is digitally dispersed and AI-connected and ad-hoc more difficult it becomes to experience the feeling of being connected every day. Particularly, if at this point, we have not changed the way we interact to better meet the needs of the coming generation. We still ask our employees to read a variety of papers, compose long emails and participate in dull meetings. The employees learn about layoffs as well as the company's priorities from comms composed consisting of automated scripts and ones that could have come via ChatGPT. Our only insight as executives have is through surveys of engagement that are traditional or live events that are extremely low in turn-over and also those snarky chats and Q&A.

The old model of management has failed us. We must change the way we , as leaders conduct ourselves and speak to our staff. When we are focusing on training our workforce to meet the demands changing population sizes as well as technological trends and , also, we have to improve our leadership abilities to build relationships and trust at a larger size.

I've played around with a lot of this during the past few years . These are the techniques I'm currently learning and using, that I believe can help us present differently and becoming more effective in our management

     1. Learn who you are and live your life as you want to.

The first days of the outbreak , I attended an international town hall at the home of my parents in Flint, Michigan -- worn out, and in my velvet pajamas as my toddler son and my grandmother were scattered across the backdrop.

Perhaps it was my most successful communications of all time.

Why? because it wasn't scripted, insecure, and chaotic. People tend to be drawn to "us and them" conversations at a job, particularly when we're under pressure or conflict. It's easy to think of "leadership" as a solitary machine without a persona. Always being video-first when communicating is a powerful dissuader. It can help you remove the veil, and shield yourself from the editing of writing the way you communicate. One of the most effective ways to be noticed is to show who the person you really are.

In the end, there certain instances of individuals who were vulnerable which ended up backfiring...but I'd suggest that, in the majority of the cases the problem was that the approach was not enough performative. It is important to be aware of your vulnerability and be a part of you which is vulnerable to be prone to mistakes while you are in front of your colleagues. All of us have flaws. That makes us human. Everyone wants to see our leaders bold. The result is that we are inspired to strive to be like them.

     2. Start by asking "why . "

Similar to many other executives Leaders had to make difficult choices during the year. They had to make choices ranging between executive layoffs and cuts to restructuring and shutting down projects in order to improve effectiveness. My job is to take the difficult and unpopular decisions and implement rapid changes throughout the organization.

As I've observed, frequently those who want to know why they made their decisions and it's not only"the "what" however also"the "why". It's important to comprehend the bigger market or the competition that is thought-through and balanced, as well as the specifics of who was in the loop and when.

The most well-known strategy for communication suggests that when you have an issue with communications that has a deadline it is best to start by asking "what" prior to getting to the heart of the issue and taking the essential actions. However, I've had greater results in getting my employees to make a difficult decision in presenting my staff as the key individuals who need to be educated of the present situation.

The bottom line is that the beginning of conversations by asking "why" is a essential element in every communication . Naturally, there are restrictions to being completely open and transparent (legal or PR-related risks for customers) but I've found that in the vast majority of situations, perceptions of barriers to transparency are caused by. Perceived. People will not always agree with your choices, but you can say they do not, then they're not doing what you're required to complete. However, they will be able to appreciate and accept your decisions by starting with the why.

     3. Invest in in-person or in-person gatherings, making the event unique.

Yes, I recognize that it's ironic to be the chief executive officer of a movie company to say that. However, one of the biggest lessons that I've learnt during the past couple of months was the fact that we had to wait too long, and we were not prepared enough to engage our teams on a daily day basis.

The month of January, a week following having laid off employees, we had the corporate kickoff party in NYC. The employees who attended came from more than 12 different countries. The employees we had were from Ukraine and utilized planes and trains to reach to the airport. We ditched the typical event party confetti and decided to choose a more simple setting on a shoestring. It was certainly one of the most interesting and useful options I've had.

Effectiveness increases in the role of a leader when you visit and travel with your staff no matter where they happen to be. My executive team is dispersed spread across eight cities that span from Seattle all the way to Switzerland. The group was hired over the past year and were just beginning to establish a connection together as a team. To accelerate the process of uniting the group, we began arranging offsites within the homes of cities that are within the leader's home. Our CFO's mother was invited to a party near her house in Vermont. The Sales Head of our company wore an apron. We were served frittatas by him to enjoy breakfast. We held working sessions in the table of the Chef of Product.

The disease gave us an accidental opportunity to look into the homes of others and private lives -- if we take advantage of that and incorporate the knowledge into our work lives, we will be better able to create stronger, more harmonious groups.

     4. Move to "lean back" to "lean forward" Experience.

An essential communication ability is the ability to develop "lean forward" tasks, and that is not "lean back" broadcasts. We humans are apathetic as well, and attention spans becoming shorter (now less than eight seconds and less than how long that it takes to fish!). But we continue to send out one-to-many messages via email, whether that you read in a properly built town hall where people sit and observe.

If we think about the effect of this on engagement, this is evident in our own data and the typical time for a person to stop watching a video has decreased in the past couple of years. If we don't change the way we approach it, then tune-outs are going to seriously hamper our ability to ensure that our teams are aligned and effective.

It's crucial to change our thinking and attitude and to be more open to new things. Generation X is in the workforce and are far ahead of us with their capability to design and collect authentic and rich data. They're ahead of us because they're not subject to the limitations that were imposed for years in traditional communications practices working.

In reality, employees aren't fired from their jobs. They simply quit their bosses. The truth is that executives are the best managers According to a investigation of over 113,000 supervisors, One of the most important aspects of being a good leader is the trust of their employees. The leaders we follow must show us that they can conduct themselves in a more genuine real, authentic and engaging manner. I'm betting executives who embrace changes in the world will enjoy greater success in managing the next generations of employees. They'll be more informed and are more likely to engage teams who are dispersed and will ensure they're well-connected to get better results and develop strong connections which result in exceptional results. They'll stop communicating, and instead communicate more effectively.

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