Latest news with #GenXers
Hindustan Times
5 hours ago
- Business
- Hindustan Times
The Gen Xers Who Waited Their Turn to Be CEO Are Getting Passed Over
When it comes to the C-suite, Gen X might be doomed to live up to its 'forgotten generation' moniker. More baby boomers are working past traditional retirement ages . By the time they are ready to pass the torch, millennials will be reaching for it. This is already happening at more companies. In the Russell 3000, 41.5% of chief executives are at least 60 years old, up from 35.1% in 2017. Over the same period, the share of CEOs in their 30s and 40s has grown to 15.1% from 13.8%, according to research by the Conference Board and ESGAUGE. That leaves Gen Xers, typically defined as those born between 1965 and 1980, with fewer chances to lead. People in their 50s held 51.1% of CEO seats eight years ago. Now they occupy 43.4%. Many Gen Xers say they operated on the belief that if they paid their dues, their time would come. But as they enter what is usually the prime, C-suite career stage, more businesses are retaining their aging leaders or skipping a generation in search of the next ones. 'We're starting to see a barbell phenomenon in the CEO role where Gen X is being squeezed in the middle,' says Matteo Tonello, head of benchmarking and analytics at the Conference Board. Maybe it's fitting that workers dubbed 'slackers' in their youth would reach the top less often, though Tonello says companies don't necessarily lack faith in Gen Xers. Their predicament is largely a result of bad timing. Facing a pandemic, recession and supply-chain problems in recent years, companies prized boomers' experience. Now some are turning to millennials to navigate the advent of artificial intelligence. Gen Xers, especially those about to turn 60, might have missed their moment. Set up for disappointment The cruel thing is a lot of Xers don't realize they are headed for dead ends. 'A type of person I come across in my business all the time is the executive-in-waiting,' says Shawn Cole, president of Cowen Partners Executive Search. 'They assume when their boss retires, they're going to get the seat. A lot of folks are going to be disappointed.' The most vulnerable people are those sandwiched between leaders on the young side of the boomer cohort and hard-charging older millennials. Say you're a 55-year-old lieutenant with a protégé who is 44 and a CEO who is 63. If the boss hangs on for five more years, the board will be tempted to go with the younger option. One bright spot for Gen X executives whose windows are closing: Private-equity backed companies remain eager to hire them, says Bo Burch, CEO of Human Capital Solutions. A private-equity firm hoping to exit an investment in three to five years generally wants a veteran manager for a short stint. A 50-something often fits that bill. But in other settings, Gen Xers frequently get stuck in No. 2 roles. They have to fight to be seen as transformational figures by boards that want rising stars with big ideas for the next decade. 'There's a bias toward younger, future-fit leadership branding—even if Gen X has the real substance,' Burch says. The case for Xers Brian Buckalew has spent his entire, 34-year career at Majestic Steel USA, whose baby-boomer founder was succeeded as CEO by his millennial son. Buckalew, 56, has been a road warrior for decades, traveling from his home in Georgia to meet with customers. Though he has risen from sales assistant to vice president of strategic sales, he has sometimes felt overlooked. 'I struggled with it until recently,' he says. 'Why wasn't I chosen for this, or why wasn't I chosen for that?' He says Gen Xers are often viewed more as tacticians than visionaries. He notes Americans have never elected a Gen X president and doubts they ever will. Boomers have won eight of the past nine elections. (Joe Biden is part of the pre-baby boom silent generation.) And 2028 betting favorites mostly revolve around several millennials. Buckalew says he has come to appreciate having time for hobbies he might be forced to sacrifice if he climbed higher. It helps that he considers his millennial boss deserving of the post. Still, Buckalew, who grew up going home to an empty house after school, says Gen Xers' ability to figure things out on their own is underappreciated. The 'latchkey generation'—so nicknamed because its childhood coincided with a surge of women in the workforce—doesn't require hand-holding. This comfort working without guidance is arguably more valuable amid AI uncertainty than having been raised on the internet, says Megan Gerhardt, founder of Gentelligence, which advises companies on managing multigenerational teams. If AI is the biggest workplace disruption since the internet, then Gen Xers who survived the previous big shift can be a steadying presence now, she contends. 'It's this attitude of, 'Well, I figured that out, so I can figure this out too,' ' says Gerhardt, who is also a management professor at Miami University in Ohio and, yes, a Gen Xer. That sounds like a decent pitch for any would-be executive whose demographic reality bites. Write to Callum Borchers at
Mint
16 hours ago
- Business
- Mint
The Gen Xers who waited their turn to be CEO are getting passed over
When it comes to the C-suite, Gen X might be doomed to live up to its 'forgotten generation" moniker. More baby boomers are working past traditional retirement ages. By the time they are ready to pass the torch, millennials will be reaching for it. This is already happening at more companies. In the Russell 3000, 41.5% of chief executives are at least 60 years old, up from 35.1% in 2017. Over the same period, the share of CEOs in their 30s and 40s has grown to 15.1% from 13.8%, according to research by the Conference Board and ESGAUGE. That leaves Gen Xers, typically defined as those born between 1965 and 1980, with fewer chances to lead. People in their 50s held 51.1% of CEO seats eight years ago. Now they occupy 43.4%. Many Gen Xers say they operated on the belief that if they paid their dues, their time would come. But as they enter what is usually the prime, C-suite career stage, more businesses are retaining their aging leaders or skipping a generation in search of the next ones. 'We're starting to see a barbell phenomenon in the CEO role where Gen X is being squeezed in the middle," says Matteo Tonello, head of benchmarking and analytics at the Conference Board. Maybe it's fitting that workers dubbed 'slackers" in their youth would reach the top less often, though Tonello says companies don't necessarily lack faith in Gen Xers. Their predicament is largely a result of bad timing. Facing a pandemic, recession and supply-chain problems in recent years, companies prized boomers' experience. Now some are turning to millennials to navigate the advent of artificial intelligence. Gen Xers, especially those about to turn 60, might have missed their moment. The cruel thing is a lot of Xers don't realize they are headed for dead ends. 'A type of person I come across in my business all the time is the executive-in-waiting," says Shawn Cole, president of Cowen Partners Executive Search. 'They assume when their boss retires, they're going to get the seat. A lot of folks are going to be disappointed." The most vulnerable people are those sandwiched between leaders on the young side of the boomer cohort and hard-charging older millennials. Say you're a 55-year-old lieutenant with a protégé who is 44 and a CEO who is 63. If the boss hangs on for five more years, the board will be tempted to go with the younger option. One bright spot for Gen X executives whose windows are closing: Private-equity backed companies remain eager to hire them, says Bo Burch, CEO of Human Capital Solutions. A private-equity firm hoping to exit an investment in three to five years generally wants a veteran manager for a short stint. A 50-something often fits that bill. But in other settings, Gen Xers frequently get stuck in No. 2 roles. They have to fight to be seen as transformational figures by boards that want rising stars with big ideas for the next decade. 'There's a bias toward younger, future-fit leadership branding—even if Gen X has the real substance," Burch says. Brian Buckalew has spent his entire, 34-year career at Majestic Steel USA, whose baby-boomer founder was succeeded as CEO by his millennial son. Buckalew, 56, has been a road warrior for decades, traveling from his home in Georgia to meet with customers. Though he has risen from sales assistant to vice president of strategic sales, he has sometimes felt overlooked. 'I struggled with it until recently," he says. 'Why wasn't I chosen for this, or why wasn't I chosen for that?" He says Gen Xers are often viewed more as tacticians than visionaries. He notes Americans have never elected a Gen X president and doubts they ever will. Boomers have won eight of the past nine elections. (Joe Biden is part of the pre-baby boom silent generation.) And 2028 betting favorites mostly revolve around several millennials. Buckalew says he has come to appreciate having time for hobbies he might be forced to sacrifice if he climbed higher. It helps that he considers his millennial boss deserving of the post. Still, Buckalew, who grew up going home to an empty house after school, says Gen Xers' ability to figure things out on their own is underappreciated. The 'latchkey generation"—so nicknamed because its childhood coincided with a surge of women in the workforce—doesn't require hand-holding. This comfort working without guidance is arguably more valuable amid AI uncertainty than having been raised on the internet, says Megan Gerhardt, founder of Gentelligence, which advises companies on managing multigenerational teams. If AI is the biggest workplace disruption since the internet, then Gen Xers who survived the previous big shift can be a steadying presence now, she contends. 'It's this attitude of, 'Well, I figured that out, so I can figure this out too,' " says Gerhardt, who is also a management professor at Miami University in Ohio and, yes, a Gen Xer. That sounds like a decent pitch for any would-be executive whose demographic reality bites. Write to Callum Borchers at
Time of India
a day ago
- Business
- Time of India
Most American workers, especially millennials and Gen Z are burnt out: Here is what's driving them away from work
Burnout remains a widespread problem within the workforce, and at least two generations are experiencing higher levels of burnout than others. This isn't just a workplace trend; it's a generational warning flare. According to a comprehensive 2025 survey by talent-services firm Seramount, 67% of American workers report having experienced at least one symptom of burnout, such as exhaustion, cynicism, or a lack of motivation. But among these, Millennials (77%) and Gen Z (72%) are clearly shouldering the heaviest emotional and mental burden. As the youngest segments of the workforce, these generations are not only powering the future of labour, they are also being overwhelmed by it. The invisible load of youthful labour Gen Z, freshly entering the labor force, faces a paradoxical blend of digital hyper-connectivity and workplace isolation. They're fluent in tech, but often lost in hierarchies. The report found fewer than half of Gen Z respondents (45%) and Millennials (47%) rate their personal well-being above average, a stark contrast to 84% of Baby Boomers and 56% of Gen Xers. In other words, the younger you are, the more likely you are to feel like you're sinking. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like I Asked ChatGPT What Humanity Will Achieve In The Next 30 Years — Here's What It Said Liseer Undo Management without a map The Seramount report draws a troubling line between career level and emotional toll. 80% of managers and 72% of senior managers report burnout, compared to just 18% of executives. The discrepancy reveals a striking blind spot: those responsible for implementing workplace culture are themselves the most exhausted, while those setting the tone often remain insulated. This burnout isn't just about workload. It's about expectations without agency. These mid-career professionals are tasked with fostering productivity, maintaining morale, and executing executive vision, often with little say in structural decisions or access to adequate resources. Mental health: A broken promise Despite increased awareness, real support remains elusive. Only 40% of surveyed employees believe their companies provide adequate mental-health resources. Just 27% feel comfortable discussing mental health with their direct manager, and 41% don't feel comfortable talking about it with anyone at work. This silence is costing more than morale; it's costing time and money. Mental-health-related absenteeism is a significant driver of the $225.8 billion employers lose annually due to illness and injury, according to the Seramount study. Younger generations are not just burning out, they're opting out. The emotional ROI of a job no longer justifies the cost for many. Without meaningful mental health infrastructure, workplaces are watching their most energetic and innovative employees quietly disengage. The remote advantage and the volunteering edge One bright spot? Remote workers fare better. 49% of fully remote employees said they feel well supported in balancing mental health and work, compared to 38% of hybrid or in-office workers. Flexibility, it seems, remains a potent antidote to burnout. Another unexpected buffer? Volunteering. Among those who volunteer monthly or more, 59% rated their personal well-being as above average, compared to 49% who volunteer once a year or less. Purpose-driven engagement outside the workplace appears to counteract the internal pressures within it. An evolving definition of work Today's younger workers are not just seeking a paycheck; they're seeking a life. For them, mental health support isn't a corporate benefit; it's a baseline necessity. And when companies fall short, burnout becomes more than an individual issue; it becomes a systemic failure. This isn't the "Great Resignation" of 2021 revisited. It's the Great Disengagement, a subtle, steady erosion of faith in institutions that promise fulfillment but deliver fatigue. Unless organizations respond with structural changes, expanded therapy coverage, mental health days, clear communication, and leadership training, Millennials and Gen Z may continue to lead the workforce in one tragic metric: opting out. Ready to navigate global policies? Secure your overseas future. Get expert guidance now!
Epoch Times
2 days ago
- General
- Epoch Times
Gen Z Is Returning to Religion. Why?
In the past, the younger generation tended to rebel against the religious norms of their parents. Young people's resistance to the rules and institutions of religion was assumed and expected. But that's not the case anymore. According to a recent article from Axios, members of Gen Z—which includes people born between 1997 and 2012—are actually more likely to go to weekly religious services than millennials and young Gen Xers. According to some reports, church attendance has quadrupled among Gen Zers in recent years.
Yahoo
2 days ago
- Business
- Yahoo
Employers, beware: Gen Z is the ‘pragmatic generation' redefining success, seeing money as just a means to an end, landmark EY survey says
A seismic generational shift is underway, and its epicenter is Generation Z. Born from 1997 onward, Gen Z is coming of age in a world where traditional milestones like landing a lifelong job, buying a house in your twenties, or chasing wealth for its own sake have become difficult, or borderline impossible, in the modern economy. Gen Z has responded pragmatically, insisting, well, maybe they don't really want those things anyway. A massive new study from EY's Generational Dynamics core team, spanning more than 10,000 young adults across 10 countries and five continents, finds Gen Z is often misunderstood—and their measured approach should define them as the 'pragmatic generation.' The authors, Marcie Merriman and Zak Dychtwald, wrote Gen Z approaches 'life's traditional milestones' with a sort of 'reasoned skepticism.' According to Joe Depa, EY Global chief innovation officer, the research reveals how 18- to 34-year-olds are taking a surprisingly pragmatic approach to adulthood, finances, and their future. 'Far from being financially reckless,' Depa tells Fortune Intelligence, 'this generation is focused on long-term stability and redefining success along the way.' Money, for them, is necessary but not the be-all and end-all: 87% say financial independence is important, yet only 42% rate wealth as a primary marker of success, trailing far behind metrics like mental and physical health and family relationships. Put simply, for Gen Zers, financial stability is a tool—not a goal. They use money to open doors to flexibility, purpose, and well-being. Depa says the research 'tells a different story' about Gen Z. 'The idea that young adults are postponing adulthood is outdated.' They're approaching life milestones not with rebellion but with 'reasoned skepticism and a global perspective.' As employees and customers, Gen Z will challenge organizations that have been wired around a different way of doing things. For business leaders, understanding this shift will be vital to attracting and retaining talent. The job-hoppers Where baby boomers and Gen Xers often stuck with one employer for decades, Gen Z is dismantling that concept. EY's research found 59% of young adults globally expect to work for two to five organizations throughout their lives, and nearly 20% say they will work for six or more. This flexible approach to employment—embracing job changes and flexible gig work—reflects not only a desire for varied experiences but also a strategic response to rapid change, uncertainty, and a lifetime of economic instability. 'Younger generations are not merely reacting to financial constraints,' the EY Generational Dynamics team writes, but making rational and thoughtful decisions about what aligns with both their own lived experiences and the pitfalls suffered by previous generations. EY says it's a perspective that contrasts sharply with the 'pull yourself up by your bootstraps' mentality often espoused by older generations, with Gen Z finding that to be dismissive of their specific context. Redefining success: inside out, not outside in Success, in Gen Z's eyes, is an inside-out project: emotional well-being, strong relationships, and impact outrank titles and salaries. It's no longer about ticking the boxes of homeownership, lifelong employment, or even traditional family milestones. Landmarks such as marriage and children are being postponed—not out of rejection, but for pragmatic reasons: economic insecurity, housing unaffordability, and a desire to be emotionally and financially prepared. The rise of job-hopping has replaced the well-worn 'script' of adulthood: Only 59% see working for a single organization as a viable path, whereas nearly 20% of respondents said they plan to work for six or more employers in the course of their careers. Linear career ladders and employer loyalty are giving way to 'project-based' growth, taking new jobs, and side hustles, all in search of variety, autonomy, and purpose. 'Job-hopping is not viewed as a negative, but an essential step to open doors and advance opportunities,' the EY team writes. The average Gen Z respondent reports feeling like an adult earlier than previous generations, and as a result, more than half (51%) said they prioritize physical and mental health as their chief markers of success, with family ties also outranking wealth in many countries. The push for authenticity is also striking; 84% cite 'being true to oneself' as extremely important. Employers, beware (and evolve) For Gen Z, a job is not a life sentence, nor is money alone enough to keep them engaged. Employers used to loyalty and linear career ladders may be blindsided by Gen Z's willingness to prioritize purpose, wellness, and flexibility—even if it comes at the expense of job security or long-term benefits. Conventional incentives are losing their grip. For employers, this new pragmatism is both a wake-up call and an opportunity. Flexibility is mandatory, with hybrid and remote work, fluid hours, and support for 'micro-retirements' between jobs becoming nonnegotiable. Gen Z expects employers to have clear values around well-being, sustainability, and social justice—and to act on them. Over 70% want their employer to be transparent about values and pay, and are unafraid to challenge leadership if authenticity is found wanting. This generation will quickly leave if growth stalls: 57% would quit for better professional development. They crave mentorship, personalized learning, and a sense of upward mobility. Gen Z is less loyal to brands or employers unless that loyalty is returned; nearly half say they have 'zero loyalty' to brands, and only about 60% feel any loyalty to their employer. Empathetic leadership and honest, two-way communication are expected, not a bonus. Gen Z wants to be included in company decisions and expects a seat at the table. This finding aligns with separate research from Glassdoor, whose Worklife Trends report in June 2025 found emotional intelligence is now a standard expectation held by workers, many of them Gen Z. 'The bar on what constitutes a good manager has been raised,' Glassdoor chief economist Daniel Zhao previously told Fortune Intelligence. Employers slow to adapt to these realities won't just struggle to recruit Gen Z—they'll risk losing relevance altogether. The pragmatic playbook demands companies redesign everything from hiring and communication to values and pay structures. The flip side? Gen Z's pragmatism can also be an asset: They are technologically adept, mission-driven, and resourceful. But their skepticism can also translate into disengagement or even open dissatisfaction if workplaces fail to address their real priorities. Businesses would be pragmatic in their own right to tune into what Gen Z values most—authentic leadership, transparent communication, and support for well-being—if they want to retain this generation. For this story, Fortune used generative AI to help with an initial draft. An editor verified the accuracy of the information before publishing. This story was originally featured on Sign in to access your portfolio
