The issue of generations has recently become quite popular in society. Discussions about Generation Z, Generation X, and Millennials, and their interactions, are frequent on television, in private conversations, and during training sessions. We often hear from “old-school” managers criticising the younger generations—some of these managers are from Generation X, some are Millennials, and others are Baby Boomers.
You can tell my mood from the title. We believe that anyone who fails to embrace new things and the new generation, anyone who doesn’t adapt to reality, will be “dinosaured and then become extinct.”
Of course, “extinction” does not mean physical eradication. It refers to the disappearance of a management style that cannot cope with reality. Just as non-technological managers will disappear, the same fate awaits managers who cannot find common ground with Generation Z. Simply put, the demand for such individuals in the labor market will decline.
Some managers criticize the modern education system, some Generation Z or Millennials, some everyone younger than themselves, and some refuse to acknowledge artificial intelligence. In short, these managers are engaged in the demonization of certain things.
I emphasize that we are talking about a work context, not, for example, political life. Old-school managers dislike the new generations’ attitude toward authority.
With each subsequent generation, authority is viewed more critically. Baby Boomers, born between 1946 and 1963, highly respected authority figures—generals, presidents, etc. For them, the mere fact that someone was a senior general or president automatically conferred authority. For the next generation, Gen X, the fact that someone was a school principal was not enough; they had to earn their authority.
Then come the Millennials, who generally protest all forms of authority, and finally, there are the Gen Z representatives, who simply do not pay attention to authority—they are pragmatic people. If they need to cooperate, they will; if not, they won’t.
This is one example that irritates old-school managers, who are accustomed to “respect and deference from subordinates.” They often recall how they would literally press themselves against the wall when they saw the principal in the school corridor. We have nothing against this, but stop forcing everyone to “stick to the wall” at the sight of you.
Times change, and so does the expression of respect. For example, the formal address “sir” or “madam” is fading. Leaders of large organisations are engaging in direct and effective communication with employees.
To return to the dinosaurs, I often think about how they became extinct. Before their extinction, there were so many things they didn’t like—smaller animals, cold weather, less food. They didn’t like that dinosaurs had multiplied, creating competition, and the smaller, faster animals prevailed.
The precondition for becoming a dinosaur is that you don’t like anything anymore. You dislike your employees, their behavior, the job market, the legislation, the global situation, and so on. If you recognize yourself in this, it seems you have begun to detach from reality, and the process of “dinosauring” has started.
For example, I disliked TikTok and deliberately refused to download it. I realized I was becoming a dinosaur, so I downloaded and used the app, discovering it’s quite a good social platform. Today, many dislike ChatGPT, saying it will make us lazy and useless. Here, too, there is the risk of “dinosauring,” which studying the fundamentals of Artificial Intelligence can help you avoid.
You must adapt to the reality that is inevitable. There are only two alternatives: either you adapt and get a feel for the new reality, or you turn into a dinosaur. By criticizing and complaining about everything, your management style and signature will become extinct.
Therefore, I urge everyone—my peers, those older, and those younger—to start adapting, to look at new things with a positive eye, to engage with the new generations, and to embrace the changes happening around us. Only then will we remain relevant and suitable managers for the times and tasks, and our careers will continue to develop and grow.
Irina Mamulaishvili
Aleksandre Jejelava
