Have you ever noticed someone deliberately avoiding doing something? Maybe it is an age or maturity thing, or possibly a result of the environment they grew up in. Whatever the reason, it is a challenge not only for them to break such internal programming, but it also significantly impacts the success of the business they are in.
Our society has been evolving to allow various levels of mediocracy in the workplace. There are many reasons, and unfortunately, labels are incorrectly applied to whole groups of people. For example, the demographics used to separate or group people into age brackets for marketing purposes are not as accurate as some might think. It is not just an individual’s age that determines how they behave. The whole generational demographic gets overused, and brands too often portray too many individuals in the wrong light. As noted earlier, the environment they are exposed to has a significant impact on their behaviors and how they go about doing things.
As “Baby Boomers,” we must take back some of the responsibility for influencing a portion of the future generations’ perceived laziness. Having been raised in the environment of “Traditionals” – many who were depression babies and fought in World Wars, “Boomers” wanted to provide the best they could for their children. This perpetuated the start of each subsequent group of children receiving more and more with less and less energy invested – i.e., working. There is absolutely nothing wrong with wanting to provide a better environment for growth. It is the basis of the United States’ contribution to the world. The challenge is that when contribution is elevated to a right rather than an earned opportunity, the cycle of growth slows, and businesses struggle to deliver more with less talent.
As leaders, we must start with ourselves. We must ask ourselves directly: are we busy or are we productive, adding to contribution and success rather than taking from them?
The challenges of entitlement, privilege, immediate self-gratification, and spontaneous accolades, all fostered by social media and technology, contribute to workplace talent dynamics.
The good news is that there are many really talented, hardworking, generational people who can and will contribute to the business’s success. They are working while others are not. They don’t have the time to be complacent. They are focused and striving. They are not intentionally looking busy and consuming time. They are investing in themselves and growing to their next level of success. They are out there, and as leaders, we need to attract them to our businesses.
Some of the key factors in attraction are the culture and environment your organization offers. Having a solid core purpose, core values, and principles, and living each and every day and making decisions based on them, lets the talent know you mean real business. A large portion of the workforce is seeking structure, purpose, fulfillment, and the self-gratification of being part of something special.
This is where leadership needs to focus in the coming years. Bottom line, profit and success will absolutely follow great talent and great systems. We can’t just keep being busy. We must have standards and expectations for contributions and hold each other to these performance standards. This is being productive. Looking to raise the bar on contribution in 2026? Give JKL Associates a call and speak with a Promise Guide. FL (407) 984-7346 or MI (313) 527-7945
Journey On!
COPYRIGHT – JKL ASSOCIATES 2026
QUESTIONS OR COMMENTS – EMAIL US AT PARTNERS@JKLASSOCIATES.COM OR CALL OUR OFFICES – MI AT (313) 527-7945 FL AT (407) 984-7246
Celebrating 30 years of Delivering on “Promises”
