Communication Style Differences

Communication is tricky—our words pass through layers of emotions, tone, and assumptions before reaching other people's ears. What we say in our heads often comes out differently in conversation....causing havoc! The slightest misstep in tone or choice of words can completely change the meaning of what we’re trying to say. And this can trigger a negative response in the people around us. This is a BIG problem when it comes to organizations and teamwork. According to Gallup and other studies, miscommunication is a huge source of conflict and inefficiency. However, companies don't have to put up with this problem....not if they invest in developing emotional intelligence (EQ) skills. EQ prevents miscommunication-induced conflict in many ways- as speakers and listeners. First, it helps us recognize and manage our own emotions, allowing us to stay calm and composed even in challenging conversations, which reduces the likelihood of reactive, unclear communication. Second, it enhances our ability to empathize with others, enabling us to better understand their perspectives and respond in ways that are more likely to be received positively. One of the things I've noticed in my EQ coaching sessions is that people's communication skills improve when they realize that effective communication is not just about clarity; it's also about empathy. It's about understanding that your message lives in the mind of the listener, and that your job is to make sure it arrives there intact, not distorted by misinterpretation or confusion. Some tips I give my clients: 👉 Next time you are speaking with someone, ask yourself if you are sure that what you said is what was heard? 👉 Take a step back and reflect on how others might be perceiving your words. 👉 Then, decide if you need to clarify, check-in or adapt your approach. This shift in perspective—from thinking about what you're saying to thinking about how it's being received—can transform your interactions and help you build stronger, more meaningful connections 🚀 Image source: https://lnkd.in/e7H6MEfR #communciationskills #communication #emotionalintelligence #miscommunication #learninganddevelopment

Gen Z want fully remote work less than other generations. The data is there: Gen Z are 32% more likely than average to want remote-first work But they’re also 2% less likely to want fully remote setups In other words: they want balance. Flexibility with face time. Independence with connection. This is the cohort that came of age online. They have spent their formative years having to navigate the difference between real connection and parasocial relationships - and this makes them quick to spot false friends and disingenuous bonding. They know what digital isolation feels like – and they’re not chasing that. They’re chasing a form of hybrid that actually works. Workplaces with purpose-built collaboration days, not mandated office Tuesdays where you all sit and stare at the screen anyway. This generation is about to define the next decade of work, and so many of us aren’t ready for it.

Gen Z isn’t running from the office—they’re running toward mentorship, meaning, and momentum. There’s a narrative floating around that Gen Z doesn’t want to work. That they’re too soft for the grind. That they’d rather sit at home, scroll TikTok, and collect a paycheck in their pajamas. Jamie Dimon says, “The Zoomers don’t show up.” But from where I sit, that story doesn’t hold up. Not in my experience. And not in the data either. My friend Dan Schawbel, managing partner at Workplace Intelligence, just released new research that found that 91% of Gen Z professionals are actively seeking a balance between remote and in-person work—not because they’re indecisive, but because they’re looking for something deeper: relationships, growth, and career momentum. They want to be in the office. Zoom out to the global stage and the pattern holds. A study from real estate firm JLL found that workers under 25 are returning to the office more than any other generation, averaging three days a week—compared to just two for their older peers. The very group that was supposedly finished with the office is now leading the charge back in. Why? Because they know what they don’t know. They are brand new in their careers, so they’re chasing proximity—to wisdom, to experience, to those unteachable soft skills you only pick up by being around others. They want to observe how a leader thinks through a messy problem. How a mentor handles tension in a meeting. How someone starts a hard conversation. One Gen Z professional said in a recent CNBC interview: “We have no idea how to be a professional adult.” Another said: “I just want to be surrounded by people who are going to guide my future. How can I learn if I’m not here with them?” In my own work—whether I’m giving a keynote or leading a corporate workshop, I’ve met countless Gen Z professionals who are showing up not just for a job, but for a journey. We're teaching them how to find purpose and mentorship in their relationships. How it feels to lead, stumble, learn, and grow. Yes, these folks are carrying the weight of student loans, financial anxiety, climate uncertainty, and a mental health crisis. These folks are the future of your company. Let's ask, “What kind of leader do I need to become to help them thrive?” They want purpose. They want to be mentored. They want feedback. They want to build relationships. So to the Gen Z professionals who are quietly leading the return-to-office movement: keep going. You’re not just showing up. You’re standing up. For growth. For connection. For your future. And we see you.

Gen Z wants to go into the office… and honestly? I get it. As a former M&A lawyer, I have no clue how I would’ve learned anything without physically roaming the halls, popping into someone’s office, and whispering, “Is this purchase agreement supposed to look like this… or am I about to ruin someone’s life (meaning mine)?” My real training wasn’t in the documents. It was in the osmosis of drive-by mentoring, “walk with me” explanations on the way to a conference room, caffeine-fueled debriefs that were basically speed-runs of a law school class, and spontaneous therapy sessions at Starbucks when a deal blew up. If Suits was the fantasy, the real M&A learning curve was much closer to The Office. Imagine a chaotic mix of deadlines, personality quirks, and that one senior associate who could either save your draft or destroy your entire week. Fast-forward to today. I work from home with my husband (which is wonderful), but “office culture” has essentially become the two of us debating which one of us talked louder on our last Zoom. So when Gen Z says they want actual human proximity, with real mentorship, real access, and real “here’s how this actually works” moments, I don’t think they’re being dramatic. They’re being realistic. Because the truth no one wants to say out loud is that while remote work is efficient, in-person work is formative. You don’t learn nuance through Slack. You don’t build judgment through emojis. You don’t grow confidence in isolation. Gen Z isn’t asking for the past. They’re asking for the apprenticeship. And frankly? I love that for them. https://lnkd.in/eA2ZRvmC

From Stagwell's Harris Poll....time for companies to drive a stake in the ground and begin to care about GenZ....not just complain....train them; stop pushing tech for tech's sake; create a real office atmosphere and culture that welcomes...we can all go to Starbucks to work be different. Read on: "Isolated By Tech, Gen Z Workers Want More Office Time: Freeman-Harris Poll Managers often describe having difficulty coercing Gen Z workers back into the office. However, our new survey with Freeman in CNBC challenges that notion as younger professionals seek more IRL work. Nearly all (91%) of Gen Z workers want a balance between virtual and in-person opportunities to connect with co-workers, and (86%) agree that attending in-person events is critical to career development. Yet today, only about two in five Gen Zers expressed high confidence in networking with people in their industry or building strong business relationships. Interestingly, over two-thirds of Gen Z say tech has made them feel less connected and more isolated in their careers, with nearly (80%) saying companies focus more on tech to “connect to” people rather than fostering “in-person connections.” Takeaway: “The data shows Gen Z isn’t driving a purely digital revolution – they’re advocating for a more thoughtful integration of digital and face-to-face interactions,” Janet Dell, Freeman CEO, said. “They’re not looking to hide behind screens; they’re actively seeking opportunities to build interpersonal skills and meaningful professional relationships. This generation has a sophisticated understanding of when technology helps and when it hinders real connection.”"

Good communication informs. Emotional intelligence transforms. The words you choose shape the emotional tone of every conversation. The right sentence can lower tension faster than the right argument. People remember less of what you said than how safe they felt saying things back. Keep these 3 things in mind... 1. Emotionally intelligent language lowers defensiveness before it raises clarity. Many of these phrases work not because they’re “nice,” but because they reduce emotional threat. Once people feel less attacked, they become more open to truth, accountability, and collaboration. 2. High-EQ communication often sounds slower than low-EQ communication. Phrases like “Walk me through what happened,” “Tell me more,” and “Let’s take a breather” all create space. Emotional intelligence often shows up as a refusal to rush the emotional pace of a conversation. 3. A lot of trust is built through ordinary, low-drama moments. Something like “How was your kid’s birthday?” may look small, but it signals something powerful: I see you as a person, not just a function. That’s how relational trust gets built over time. Now read it one more time with these insights in mind... Speak With Emotional Intelligence “We’ll get through this together” Stand with others when the going gets rough “Here’s what I heard you say” Listen actively and confirm understanding “Let’s put our heads together” Work collaboratively with others “Tell me more about your concerns” Lead with mutual respect and seek common ground “Let’s talk about this” Lean into conflict, looking for a path forward “I was wrong” Role model ownership and growth “Thank you” Give appreciation liberally “How are you feeling?” Check in on others when you sense something’s up “Walk me through what happened” Seek to understand, not blame “We better change course” Be adaptable when circumstances change “Here’s why I made that decision” Work to bring others along — even when difficult “How was your kid’s birthday?” See and care about others as human beings “I’m sorry” Recognize when you’ve caused hurt and own it “Let’s take a breather” Notice charged situations and take a step back “I’m proud of my effort” Prioritize self-love, not external validation “Great job!” Praise others frequently “I feel…” Work to see and name your feelings “I’d love your input” Ask for feedback regularly “How can I help?” Offer support often ---- ♻️ Like, follow, and repost if this resonates. ➕ Follow Travis Bradberry for more and sign up for my weekly newsletter at TravisBradberry.com Thanks to George Stern for the graphic. Do you want more like this? 👇 📖 My #1 bestselling new book, "The New Emotional Intelligence" is now discounted on Amazon.

High EQ leaders don’t avoid hard conversations. They just use a different language to have them. Even well-intended feedback can get rejected when delivered harshly. Because the way something is said matters as much as what’s being said. Here are a few emotionally intelligent phrases that change how teams show up: When someone’s struggling: → Don’t ask “What’s wrong with you?” → Instead try: “Looks like something’s off. Want to talk about it?” → This invites conversation instead of defense. When accountability matters: → Don’t say “I don’t have time for your excuses.” → Instead try: “Let’s look at what got in the way and how to fix it.” → This focuses on solutions, not blame. When feedback lands wrong: → Don’t say “You’re just being too sensitive.” → Instead try: “I didn’t realize I came across that way. Thanks for pointing it out.” → This acknowledges impact over intent. When clarity gets lost: → Don’t say “I already told you this.” → Instead try: “Let’s go over it again to make sure we’re on the same page.” → This creates partnership, not frustration. Small language changes can build major trust. Emotionally intelligent leaders know the right words can open doors. The wrong ones can close them. And it starts with just a few small swaps. ♻️ If this resonates, repost for your network. 📌 Follow Amy Gibson for more leadership insights.

A Surprising Generation Of Workers Is Now Sick Of Working From Home When offices first re-opened after the worst of the COVID pandemic in 2021, I wrote a contrarian piece in Fast Company which argued that full-time remote working was largely unsustainable for the simple reason that human beings are instinctively social and need regular connection with other people in order to thrive. This came at a time when the vast majority of us were coming off a year of working from home and had grown to really like not having a commute. Needless to say, I got some hate mail from readers, with the common response being that I had to be some kind of “corporate shill” to advocate for a return to working in the office.  Even though I was and still am a fan of hybrid schedules, much of this criticism came from Gen-Z workers who believed at the time that working even one day a week in the office would be excessive. Four years later, however, Gen-Z is finally feeling the full weight of their isolation – According to a new Harris Poll, they’re stressed, depressed and burned out: *** 91% of Gen Z employees want more in-person interactions at work. *** 79% say Orgs prioritize technology over in-person connections. *** 69% say technology makes them feel less connected and more isolated. *** Many feel disconnected & believe real-life connections will help their careers. I think one key take-away here isn’t that Gen-Z (or any generation) is truly excited about working in the office every single day (although many now are).  It’s that they want their organization’s leaders to take intentional steps to foster real connection on days when they are there. One company that seemed to anticipate this is JPMorgan Chase which built a truly stunning new Manhattan headquarters with connection and employee well-being clearly in mind: *** Aiming to replicate a worker’s circadian rhythm, the building’s lighting grows brighter and dimmer depending on the time of day. *** When an employee registers for a conference room, it tracks their previous coffee/tea order & ensures a cup is ready and waiting for them. *** With a goal of taking friction out of people’s days and fostering interaction, they built a 19-restaurant food court and an Irish pub in the building. After work, employees can attend yoga & meditation classes.   Clearly, not all organizations can do what Chase has done. But they can start thinking about ways to give people reasons to be excited about office days. Because it unlikely that Gen-Z is alone in saying they want more human interaction, workplace leaders would be wise to make connection their first priority in this regard. Did I mention human beings require social interaction in order to flourish and optimally perform?

Can’t shake this insight from a conversation with a Fortune 500 learning executive: Gen Z “digital natives” are rejecting e-learning because it reminds them of the isolation of COVID. The pandemic broke a lot of things. Trust. Mental health. Commercial real estate. But one surprising takeaway from last week’s conversation: it also broke e-learning for young professionals. Why? For many, learning is as much about connection as content. Years of Zoom and online modules left them craving collaboration, camaraderie, and belonging. E-learning already had a reputation problem (“click-through cartoons,” awkward compliance videos). COVID cemented that fatigue. When given the chance to enter the workforce, young professionals don’t want more remote learning. They want real face-to-face energy and mentorship. And the data backs this up: - Harris Poll data shows 91% of Gen Z workers prefer a balance between virtual and in-person interactions. - Indeed found 92% of Gen Z employees who never worked in-person regret missing that traditional experience, and 85% worry remote starts have set them back in developing soft skills. Before I get replies saying “not me!”, this isn’t true for every young professional. But it is a pattern I’m hearing from executives and seeing in the data. This learning executive’s insight hit particularly hard as they are making a concerted effort to hire more young professionals than ever before. Attracting, developing, and retaining young professionals who may have mild PTSD triggered from COVID-era remote learning is going to be essential for every organization. My advice to L&D leaders: 1. Re-think learning design. Young professionals need connection, not just content. Invest in hybrid models, peer learning, and in-person experiences where trust can grow. 2. Make digital learning human. One executive told me: “@Arist feels less like e-learning, and more like a reassuring text from a friend.” That’s the kind of digital that works, supporting in-person learning instead of replacing it. 3. Create belonging as much as knowledge. The future of L&D isn’t just about delivering skills; it’s about building community, accelerating confidence, and ensuring young professionals thrive in environments that feel supportive, not isolating. - - This feels like the inverse of the corporate L&D shift to more consumer-like applications: Today’s young professionals expressing a desire for more Applebee's, less Uber Eats. It’s counterintuitive but real.  Connection over convenience. The future of learning will belong to those who design for belonging just as much as they design for knowledge.