It seems like just a few years ago that managers and HR professionals everywhere were talking about the impact of Millennials in the workplace. Millennials, also known as Gen Y, were different from Gen X and Baby Boomers. The first generation to have grown up with hyper-connectivity and social media, they had their own distinct views of why and how to work. Those views initially shook up the workplace, but now, approximately two decades later, they’ve reshaped it.

However, the multi-generational workplace just got bigger—thanks to the entry of the first Gen Z employees (workers born after 1995). While there are fewer data available about this generation’s work preferences, we do know some important facts. According to John Boitnott in his Inc. article titled “Generation Z and the Workplace: What You Need to Know,” Gen Z are hardworking and want to make a difference in the world. They’re even more tech-savvy than Millennials, and they’re more intuitive when it comes to online authenticity. In addition, though they’ve always had smartphones, tablets, and
computers at their fingertips, they value face-to-face contact with their coworkers and supervisors.

So, what does this mean for managers? Well, it’s possible that they’ll soon have workers from all four generations on their teams—with the possibility of an age gap of 40 years between Gen Z workers and Baby Boomers! While that age gap might appear problematic, forward-thinking managers can tap into the abilities and knowledge of the oldest and youngest generations by pairing them in mutual mentorship teams. Employees usually have a tendency to seek out colleagues of their own age group. However, by creating mutual, cross-generational mentorships, you put your employees in a position that requires them to learn how to effectively communicate and collaborate with each other. Having a more age-diverse workplace will facilitate creative thinking and enable your team to come up with innovative solutions. In addition, Baby Boomers possess a huge amount of valuable information about their profession, the company, and their industry—information that could soon be lost if they don’t have the opportunity to share it. By pairing them with Gen Z colleagues, you can ensure that this information isn’t lost when a mature worker retires. At the same time, since an increasing number of Baby Boomers are working till well past retirement age, Gen Z workers can help them keep up with important work and industry trends that are resulting from increased globalization and disruptive technology.
Managing four generations in the workplace can seem intimidating. However, with careful planning and good guidance on your part, you can foster a work environment in which mutual mentorships can benefit your company, your employees, and yourself.


Men are often taught that being a ‘real man’ means ignoring their feelings and emotions. Yet, emotions are natural and all part of the human experience. Emotions empower us tomake decisions and give us the ability to manage dif cultmoments. If overwhelming feelings are not dealt with properly, they can induce violence and alienate people. It is therefore helpful to be understand how to manage your emotions in a positive way. 

Emotional reactions are normal, and the degree to which we experience them depend on the individual. When strong emotions take place, our physical and physiological reaction chains change. Our brain functions alter, and different areas of our brain become active, compared to when we are in a neutral state. When we face strong emotions, we tend to take the low road, focusing mainly on staying alive, consequently losing the sense of time, control and rationality. Certain factors can increase feelings of aggression, many of which occur in everyday life, like fatigue or stress. A key factor of emotion management is to collect information before the emotion becomes overwhelming. This enables you to make informed decisions. Here areve practical actions to manage your emotions.

1. KNOW YOUR BOILING POINT Knowing your boiling point enables
you to foresee risks and identify hazards before they arise. A boiling point is something that immediately brings you strong emotions and can make you lose control. Take time to identify your boiling point, as it differs from person to person.

2. BE PHYSICALLY ACTIVE When emotions become overwhelming, being active can help reduce the build- up of anger. When you feel the need to vent, use your body physically through exercise such as running or jumping. Utilize easily accessible activities that can help you calm down, allowing for the emotion to pass.

3. TALK TO SOMEONE  It is unhealthy to keep a heavy emotional load to yourself. Talking about your emotions is helpful, as it enables your brain to deal with the matter in a new way. Talking to someone enables you to gain new perspective of the situation and reassures you that you are not alone with your emotion. You can speak to a friend, a family member, spiritual leader or seek professional help, such as a psychologist.

4. THINK RATIONALLY   When your emotions are in turmoil, your rationality can easily deteriorate. The Traf cLight Model can help you think more rationally.Imagine a traf c light. First is red, where youstop immediately and try to calm down. Then comes yellow, where you name your emotion, allow it to happen and research available options. Last is green, where you focus on proceeding cautiously. This process enables you to take time to stop and consider all options available before proceeding.

A mental image provides calming and clear headspace when a strong emotion takes over. It is a familiar thing or place that feels peaceful and relaxing. The tool requires concentration and repetition to be successful. For the mental image to effectively calm your body and mind, focus on the image for one minute or more by closing your eyes and imagining details.



Audrey Hepburn represents an enigmatic icon, and yet, very modern.
She is known for creating a style, or a look, that women envied and replicated. She had a unique sex appeal, as her beauty was in her attitude, her character, her soul, her very being.

Her style, class and light broke the stereotype of 1950s femininity. Her slender body was the polar opposite of the bombshell hourglass figures of the divas of the time; her poise, voice and manner seemed to place her securely within an aristocratic class which was simultaneously old European and modern American.

The combination of her perceived authenticity, acceptably different femininity and self-possession, spoke to a generation of young women who would go on to negotiate the changes brought by feminism. Billy Wilder, the director of Sabrina, said about her: " Audrey was known for something which has disappeared, and that is elegance, grace and manners."

She managed to be both feminine and boyish, “natural” yet poised, across cultures and generations, retaining a timeless allure that still communicates the intangible quality of Charisma.


Do you work on elevating your strengths or reducing your weaknesses? 

Strength building is the most effective way of improving your performance. We usually waste lots of time in correcting our weaknesses while we should invest more time in elevating our strengths: it comes easier as we already possess them. 

If you want to be a relational leader, you should concentrate on strength-building as this is where you are most likely to succeed. 
If your strengths are strong enough, they will overshadow your weaknesses. 

So, take your time to define who you are by filling in this Presence Trait chart with your most distinctive traits, thus defying your strengths. Analyze how much you possess each single trait ( from 1-low to 5-high ), then how important this trait is to you. 
Then define possible strategies to elevate it to a higher stage.

That's how you start building and reinforcing your Personal Branding.


Are you actually walking your talk? We reveal a lot about ourself when we talk. If we also refer to the relationship model, it all goes back to the essence: active listening. Or, going a step further, attentiveness. Attentiveness is certainly about listening, but with a broader sense: it means listening and observing people having the awareness of the surroundings. The relational leader will always know when the environment is changing before anyone else, having developed a sensitivity to the world around him - and listening will give information that you can act on to improve the effectiveness of your communication. Active observation is another important asset of attentiveness.  You must be able to observe yourself in all environments, seeing what you are doing and saying - and how people are responding to it. Self observation will add to your authenticity if you pay attention to what you see, as you will be able to align your actions to your words and contents. By making it a part of your personal behavior, you will observe your shared values and you will be better able to define them. Attentiveness is therefore vital to your well-being and your personal growth. Taking elements from listening and observing and realigning the actions to your findings makes all the difference in your relations and your results.