There’s a growing tension in today’s workplace around changing expectations, communication styles, and priorities. And much of it can be traced back to one thing: technology.
Research from psychologist Jean Twenge shows that our work styles are shaped by the technology we grow up with. Right now, we’re experiencing the largest technological gap in history. As Baby Boomers exit the workforce and Gen Z and Gen Alpha enter, the shift from primarily in-person interaction to constant digital communication is fundamentally changing how people show up at work.
This isn’t just preference. It’s conditioning.
Today’s emerging workforce has spent formative years communicating through screens, with access to information, entertainment, and social comparison at all times. And that’s showing up in a few key ways.
LESS EXPERIENCE WITH SPONTANEOUS, IN-PERSON COMMUNICATION
When most interaction happens digitally, real-time conversations can feel unfamiliar.
Action for managers: Create low-risk opportunities for participation. Invite input in meetings, assign short presentations, and normalize speaking up as a skill to build, not something expected immediately.
UNREALISTIC EXPECTATIONS AND COMPARISON
Social media highlights promotions, success, and lifestyle milestones, often without context. This can distort expectations around growth and timeline. Action for managers: Be clear and transparent about career paths. Define what growth looks like, what skills are required, and provide direct, constructive feedback to help close the gap.
Increased demand for flexibility
This generation has seen work happen anywhere. Flexibility is expected, not earned.
Action for managers: Be intentional with in-person time. Use it for connection, collaboration, and relationship-building, not just status updates.
A digital advantage
This generation can find answers, learn quickly, and adapt in real time.
Action for leaders: Help them channel that strength. Teach focus, prioritization, and how to manage digital distractions so access to information becomes an advantage, not a barrier.
The goal isn’t to push back on these shifts. It’s to understand them.
Because when we do, we can better support the next generation of workers while helping managers lead in a way that actually works today.