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You'll meet many Gen Zs whose attitude is essentially, 'I'm going to work with a sense of purpose or not at all,' - Heather McGowan
" "You'll meet many Gen Zs whose attitude is essentially, 'I'm going to work with a sense of purpose or not at all,'
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About Heather McGowan
Heather McGowan is an American writer. She is the author of the novels Schooling and Duchess of Nothing Schooling was named a Best Book of the Year by Newsweek, The Detroit Free Press and The Hartford Courant. McGowan has a master in fine arts from Brown University.
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Additional quotes by Heather McGowan
Yeah, first of all, let me just empathise with you. I know it's not comfortable. I make all my audience say with me, "Let's all say the four scary words, 'I do not know'", and we say it together. And I say, "And I know you were brought up as leaders not to say those words. But what's happening now is, if you pretend you know and you don't, you could be leading your team down a very dangerous path. You have to acknowledge what you don't know as an opportunity to learn, because the first step of learning is to say, 'I don't know', because if you know, you're not learning".
Not only has it played out, it's gone from push to pull. So it used to be the employees pushing employees to learn. Now the Pew's latest survey on why people leave organisations, of course number one is compensation; people jump for more dollars, but that doesn't sustain. But with a net score that was the same, it was learning opportunities, because people realise, "If I'm not learning, I'm not going to be earning in the future". And so they know that's what makes them valuable in the future, and so that's becoming a real pull with employees.
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Yeah, so the book is really divided into three sections. We try to make it very easy for folks to both read and skip around, because I am a short-attention-span person as well, so you should be able to read it on a cross-country flight. It's about 200 pages with about 35 graphics. First part is, meet your new workforce because it's not the one you left in 2019. Second part is, you have to rethink about how you actually organise work, because the maps and the models in the past are not only not helpful, they can actually be dangerous, like driving in the city of Boston, which I'm from, using maps before the big dig, it's just not going to get you anywhere, it's going to get you lost and frustrated. And then the third part is about rethinking your leadership entirely, because here's what we think happened.
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