Conscious Unbossing: How Gen Z Is Redefining Leadership by Opting Out of Management
Picture this: a talented young professional gets offered a promotion to manage a team. Instead of jumping for joy, they pause and politely say, “No, thank you.” The first time I saw this happen, it stopped me in my tracks. I had to understand why anyone would turn down climbing the ladder. What I discovered was both raw and real: today’s young folks (Gen Z) are watching the stress and burnout that often come with management roles and deciding it just ain’t worth it. And you know what? They might be onto something.
Above: A conceptual illustration of “un-bossing” in action – a collaborative roundtable with no head of the table. Gen Z’s approach to leadership favors a flat, team-focused structure over traditional hierarchy. It’s not about refusing to lead; it’s about leading on their own terms.
Gen Z Professionals: Leading on Their Own Terms
Let’s talk about these Gen Z professionals themselves. Born roughly in the late 1990s through 2010s, they’re entering the workforce with a very different mindset than what many of us had at twenty-something. For them, autonomy, mental wellness, and purpose aren’t just buzzwords – they’re non-negotiables. Many of us older folk were taught to put our heads down and pay our dues, even at the cost of our well-being. Gen Z watched their parents and elders grapple with long hours, stress-related health issues, and missed life moments. So this generation made a choice: success should not come at the expense of your soul or sanity.
Ask a Gen Z worker about their career goals, and you might hear something like, “I want to grow and make an impact, but I don’t need to be the boss to do that.” They’re not lazy or unambitious; far from it. They work hard, but they’ve seen the toll that constant pressure and 24/7 availability can take. Many of them would rather be exceptional individual contributors – experts in their field, creative innovators, skilled collaborators – than manage a team for the sake of a title. In fact, surveys are backing this up: well over half of Gen Z professionals say they don’t want to take on middle-management roles. The reason? They see those roles as too high-stress for too little reward.
Think about that for a second. This generation is basically voting with their feet, saying, “We value our mental health and work-life balance more than any fancy job title.” They prize flexibility – the freedom to work remotely, to set boundaries, to have time for family, hobbies, or side hustles. And perhaps most importantly, they crave meaning. If a leadership position means pushing papers or policing employees without a clear purpose, Gen Z will pass. They’d rather lead a project that changes lives or contributes to the community than be a manager stuck in back-to-back meetings with no real impact.
An Invitation to Rethink Leadership
Now, this trend of “conscious unbossing” – as they’re calling it – isn’t just a quirky preference. It’s an invitation (or maybe a wake-up call) to all of us to rethink what leadership really means. Gen Z isn’t saying “no” to leadership; they’re saying “let’s do it differently.” Decades of climbing that ladder and even leading teams have shown me this shift challenges old assumptions. But it’s also refreshing as a cool breeze on a muggy Louisiana afternoon. See, I used to believe being a leader was synonymous with having a higher rank or a big corner office. But the best lessons in leadership I’ve learned didn’t come from titles – they came from service and influence. I’ve met sergeants with no high rank who could move mountains with their platoon because they earned trust and took care of their people. I’ve seen team members with no manager title step up and steer a project to success just by sharing knowledge and rallying their colleagues. Leadership can happen from any chair, not just the boss’s chair.
Gen Z, intuitively, gets this. One young colleague told me, “I don’t need to be in charge of others; I want to be in charge of myself and make a difference from wherever I sit.” That right there is leadership – it’s taking responsibility for your influence rather than for a team on a flowchart. This mindset is pushing companies to adapt. HR leaders and executives are noticing that their traditional management track – you know, the one with rigid hierarchies and “pay-your-dues” attitudes – isn’t attracting these young stars. So, forward-thinking organizations are asking: How can we create paths for growth that don’t force people into managing others if they don’t want to?
Some answers are emerging. We’re seeing companies experiment with individual contributor ladders where you can advance based on skill and expertise without taking on a team to supervise. Others are flattening their org charts a bit, creating more project-based leadership opportunities where anyone can step up to lead a specific initiative. It’s less “managing” and more coaching and collaborating. In fact, smart leaders are realizing that if they want to keep Gen Z engaged, they need to embrace a more servant leadership style – one where managers act as mentors and facilitators, not taskmasters.
This is not just good for Gen Z – it’s good for everyone. When leadership is about support and purpose, employees across all generations feel more valued. I’ve started encouraging my peers and clients: adopt what I call a “leader-by-impact” mindset. Encourage mentorship programs, let people contribute ideas regardless of title, and recognize folks for innovation and teamwork, not just for climbing one rung higher. When you do this, you create an environment where taking a promotion doesn’t feel like a deal with the devil. Instead, it feels like taking on a new challenge with support and balance, which is exactly what Gen Z wants (and honestly, what we all deserve).
A Global Gen Z Trend with Lasting Impact
You might be thinking, “Is this just happening in a few hip tech companies or only here in the U.S.?” Not at all. This is a global Gen Z trend. From North America to Europe to Asia, a lot of young professionals are echoing the same sentiment about traditional management roles: Thanks, but no thanks. Surveys in places as far-flung as the UK and Canada report strikingly similar numbers of Gen Z workers shying away from being managers. I’ve heard about young employees in India and Australia likewise pushing for roles that offer growth without the classic boss title. In many cultures, this is a radical change – especially where hierarchy used to be king. But it’s spreading, because the underlying values are universal. Gen Z worldwide grew up in an era of rapid change, social media transparency, and yes, the stresses of global events like recessions and a pandemic. They’ve collectively learned that life is short and burnout is not a badge of honor.
What does this global shift mean for the future? It means the very structure of workplaces is likely to evolve. We may well see fewer layers of middle management in companies around the world. We’ll likely see more team-based decision making and rotational leadership, where people lead in areas of their expertise and step back in others. It also means that as older generations, we have a responsibility to bridge the gap. Instead of grumbling that “nobody wants to pay their dues anymore,” it’s on us to listen and adapt. We should be asking: How can we harness the talents of a generation that values well-being and purpose so highly? How can we mentor them, while also learning from them? Because I’ll tell you, these young folks have taught me a few things about setting boundaries and remembering why we work in the first place. On a global scale, companies that ignore this trend might find themselves struggling to attract the next wave of talent. The best and brightest of Gen Z won’t flock to organizations that demand sacrificing health and happiness for a rung on the ladder. But those companies that embrace this change – that create supportive, flexible cultures and redefine leadership roles – they’re going to unlock incredible loyalty and innovation. There’s an old saying: “Adapt or die.” In the business world, that’s proving true. Adapt how we view leadership, or risk a leadership vacuum when no one wants the old job. The exciting part is that this adaptation could lead to more humane workplaces for everyone, not just Gen Z.
Leaving a Legacy of True Leadership
At the end of the day, this “conscious unbossing” movement is about reclaiming what leadership should have been all along. It’s about people choosing to lead by example and with purpose, rather than through authority alone. My Southern grandma used to say, “Don’t get too big for your britches. Remember where you come from.” In a way, Gen Z is telling all of us something similar: remember that work is just one part of life, and a title doesn’t define you. The legacy I want to leave, and the legacy I see Gen Z building, is one where success is measured in meaningful lives touched, not just positions held. So if you’re a young professional feeling guilty for not wanting that promotion, take heart – you’re helping change things for the better. And if you’re an established leader feeling a bit shaken by all this, take it as an opportunity. Mentor a young person, try a new management approach, be open to change. We’re all on the same team here, aiming for fulfilling work and a balanced life. In the end, leadership isn’t about how many people you command or how high up the ladder you climb. It’s about how you lift others up. It’s about integrity, empathy, and impact. Gen Z is reminding us of that truth. And if we listen, we just might make the workplace a place where everyone – from the newest hire to the seasoned vet – can thrive. That is a legacy worth fighting for, and one I’m proud to embrace alongside this new generation.
Above: A conceptual illustration of “un-bossing” in action – a collaborative roundtable with no head of the table. Gen Z’s approach to leadership favors a flat, team-focused structure over traditional hierarchy. It’s not about refusing to lead; it’s about leading on their own terms.
Gen Z Professionals: Leading on Their Own Terms
Let’s talk about these Gen Z professionals themselves. Born roughly in the late 1990s through 2010s, they’re entering the workforce with a very different mindset than what many of us had at twenty-something. For them, autonomy, mental wellness, and purpose aren’t just buzzwords – they’re non-negotiables. Many of us older folk were taught to put our heads down and pay our dues, even at the cost of our well-being. Gen Z watched their parents and elders grapple with long hours, stress-related health issues, and missed life moments. So this generation made a choice: success should not come at the expense of your soul or sanity.
Ask a Gen Z worker about their career goals, and you might hear something like, “I want to grow and make an impact, but I don’t need to be the boss to do that.” They’re not lazy or unambitious; far from it. They work hard, but they’ve seen the toll that constant pressure and 24/7 availability can take. Many of them would rather be exceptional individual contributors – experts in their field, creative innovators, skilled collaborators – than manage a team for the sake of a title. In fact, surveys are backing this up: well over half of Gen Z professionals say they don’t want to take on middle-management roles. The reason? They see those roles as too high-stress for too little reward.
Think about that for a second. This generation is basically voting with their feet, saying, “We value our mental health and work-life balance more than any fancy job title.” They prize flexibility – the freedom to work remotely, to set boundaries, to have time for family, hobbies, or side hustles. And perhaps most importantly, they crave meaning. If a leadership position means pushing papers or policing employees without a clear purpose, Gen Z will pass. They’d rather lead a project that changes lives or contributes to the community than be a manager stuck in back-to-back meetings with no real impact.
An Invitation to Rethink Leadership
Now, this trend of “conscious unbossing” – as they’re calling it – isn’t just a quirky preference. It’s an invitation (or maybe a wake-up call) to all of us to rethink what leadership really means. Gen Z isn’t saying “no” to leadership; they’re saying “let’s do it differently.” Decades of climbing that ladder and even leading teams have shown me this shift challenges old assumptions. But it’s also refreshing as a cool breeze on a muggy Louisiana afternoon. See, I used to believe being a leader was synonymous with having a higher rank or a big corner office. But the best lessons in leadership I’ve learned didn’t come from titles – they came from service and influence. I’ve met sergeants with no high rank who could move mountains with their platoon because they earned trust and took care of their people. I’ve seen team members with no manager title step up and steer a project to success just by sharing knowledge and rallying their colleagues. Leadership can happen from any chair, not just the boss’s chair.
Gen Z, intuitively, gets this. One young colleague told me, “I don’t need to be in charge of others; I want to be in charge of myself and make a difference from wherever I sit.” That right there is leadership – it’s taking responsibility for your influence rather than for a team on a flowchart. This mindset is pushing companies to adapt. HR leaders and executives are noticing that their traditional management track – you know, the one with rigid hierarchies and “pay-your-dues” attitudes – isn’t attracting these young stars. So, forward-thinking organizations are asking: How can we create paths for growth that don’t force people into managing others if they don’t want to?
Some answers are emerging. We’re seeing companies experiment with individual contributor ladders where you can advance based on skill and expertise without taking on a team to supervise. Others are flattening their org charts a bit, creating more project-based leadership opportunities where anyone can step up to lead a specific initiative. It’s less “managing” and more coaching and collaborating. In fact, smart leaders are realizing that if they want to keep Gen Z engaged, they need to embrace a more servant leadership style – one where managers act as mentors and facilitators, not taskmasters.
This is not just good for Gen Z – it’s good for everyone. When leadership is about support and purpose, employees across all generations feel more valued. I’ve started encouraging my peers and clients: adopt what I call a “leader-by-impact” mindset. Encourage mentorship programs, let people contribute ideas regardless of title, and recognize folks for innovation and teamwork, not just for climbing one rung higher. When you do this, you create an environment where taking a promotion doesn’t feel like a deal with the devil. Instead, it feels like taking on a new challenge with support and balance, which is exactly what Gen Z wants (and honestly, what we all deserve).
A Global Gen Z Trend with Lasting Impact
You might be thinking, “Is this just happening in a few hip tech companies or only here in the U.S.?” Not at all. This is a global Gen Z trend. From North America to Europe to Asia, a lot of young professionals are echoing the same sentiment about traditional management roles: Thanks, but no thanks. Surveys in places as far-flung as the UK and Canada report strikingly similar numbers of Gen Z workers shying away from being managers. I’ve heard about young employees in India and Australia likewise pushing for roles that offer growth without the classic boss title. In many cultures, this is a radical change – especially where hierarchy used to be king. But it’s spreading, because the underlying values are universal. Gen Z worldwide grew up in an era of rapid change, social media transparency, and yes, the stresses of global events like recessions and a pandemic. They’ve collectively learned that life is short and burnout is not a badge of honor.
What does this global shift mean for the future? It means the very structure of workplaces is likely to evolve. We may well see fewer layers of middle management in companies around the world. We’ll likely see more team-based decision making and rotational leadership, where people lead in areas of their expertise and step back in others. It also means that as older generations, we have a responsibility to bridge the gap. Instead of grumbling that “nobody wants to pay their dues anymore,” it’s on us to listen and adapt. We should be asking: How can we harness the talents of a generation that values well-being and purpose so highly? How can we mentor them, while also learning from them? Because I’ll tell you, these young folks have taught me a few things about setting boundaries and remembering why we work in the first place. On a global scale, companies that ignore this trend might find themselves struggling to attract the next wave of talent. The best and brightest of Gen Z won’t flock to organizations that demand sacrificing health and happiness for a rung on the ladder. But those companies that embrace this change – that create supportive, flexible cultures and redefine leadership roles – they’re going to unlock incredible loyalty and innovation. There’s an old saying: “Adapt or die.” In the business world, that’s proving true. Adapt how we view leadership, or risk a leadership vacuum when no one wants the old job. The exciting part is that this adaptation could lead to more humane workplaces for everyone, not just Gen Z.
Leaving a Legacy of True Leadership
At the end of the day, this “conscious unbossing” movement is about reclaiming what leadership should have been all along. It’s about people choosing to lead by example and with purpose, rather than through authority alone. My Southern grandma used to say, “Don’t get too big for your britches. Remember where you come from.” In a way, Gen Z is telling all of us something similar: remember that work is just one part of life, and a title doesn’t define you. The legacy I want to leave, and the legacy I see Gen Z building, is one where success is measured in meaningful lives touched, not just positions held. So if you’re a young professional feeling guilty for not wanting that promotion, take heart – you’re helping change things for the better. And if you’re an established leader feeling a bit shaken by all this, take it as an opportunity. Mentor a young person, try a new management approach, be open to change. We’re all on the same team here, aiming for fulfilling work and a balanced life. In the end, leadership isn’t about how many people you command or how high up the ladder you climb. It’s about how you lift others up. It’s about integrity, empathy, and impact. Gen Z is reminding us of that truth. And if we listen, we just might make the workplace a place where everyone – from the newest hire to the seasoned vet – can thrive. That is a legacy worth fighting for, and one I’m proud to embrace alongside this new generation.
Listening to the Next Generation: Leadership, Growth, and Legacy
Listening to the Next Generation
▶️ Watch my conversation with Marc Ebinger on the "Let’s Talk Business" podcast
When I sat down with Marc Ebinger on his "Let’s Talk Business" podcast, I felt right at home sharing stories and wisdom. We talked about a lot of things, but one message came through strongest: executive leadership must evolve by listening to the next generation. I’ve seen times change and leadership change along with it. The world I entered as a young professional (and an Army man) isn’t the same world we’re in today, and thank the Lord for that. New voices are rising up. Our job as seasoned leaders is to listen.
I’ll be honest: I chuckle now thinking about my interview with Marc because I must have said "absolutely" about a hundred times. (What can I say? It’s my favorite affirmation word – and I absolutely know I overuse it!) But that enthusiasm comes from the heart. When I say “absolutely,” it’s because I feel the truth of what I’m saying in my bones. And one of those truths is that the younger generation has something to teach us, if we’re humble enough to hear it. I shared a story on the podcast about a young team member who once showed me a new way to streamline our workflow. At first my old-school pride whispered, “Now what’s this kid gonna teach me?” But I caught myself. I gave him the floor and, absolutely, he proved me wrong – his idea saved us time and money. Moments like that keep me humble and keep me learning.
I’ll be honest: I chuckle now thinking about my interview with Marc because I must have said "absolutely" about a hundred times. (What can I say? It’s my favorite affirmation word – and I absolutely know I overuse it!) But that enthusiasm comes from the heart. When I say “absolutely,” it’s because I feel the truth of what I’m saying in my bones. And one of those truths is that the younger generation has something to teach us, if we’re humble enough to hear it. I shared a story on the podcast about a young team member who once showed me a new way to streamline our workflow. At first my old-school pride whispered, “Now what’s this kid gonna teach me?” But I caught myself. I gave him the floor and, absolutely, he proved me wrong – his idea saved us time and money. Moments like that keep me humble and keep me learning.
Leadership in a Changing World
Growing up, I was raised on what I like to call front-porch wisdom. In our community, the elders spoke and the young folks listened. Respect flowed one way – upward. When I entered the Army in my twenties, I carried that with me. In the service, leadership was often top-down: orders given, orders followed. And there’s a time and place for that kind of structure. But even back then I noticed something: the best officers, the ones we truly respected, listened to the troops. They’d pull a young soldier aside and ask, “Son, what do you think about this approach?” They didn’t have to ask – but the fact that they did made all the difference. That stuck with me.
Fast forward to today’s corporate world, and leadership has evolved even more. It’s no longer about being the loudest voice in the boardroom; it’s about being the most attentive ear. The old leadership playbook where experience automatically meant you had all the answers – that book is out of print. In its place, a new chapter has been written by the generations coming up. Today’s young professionals value collaboration, transparency, and authenticity. They’re not shy about speaking up (sometimes to our chagrin, if we’re honest!). They ask “why” instead of just saying “yes, sir.” And you know what? That’s a good thing. It keeps us on our toes and challenges us to be better.
I often tell my fellow executives and veteran leaders: leadership isn’t a monologue, it’s a dialogue. When we started out, many of us thought wearing the title of VP or CEO meant we talked and others listened. But in a changing world, a true leader listens as much as he speaks – probably more. I’ve learned that you can’t lead people you refuse to hear. If we don’t pay attention to our younger teammates – their ideas, their concerns, their dreams – we risk leading organizations that are out of touch and left behind.
Fast forward to today’s corporate world, and leadership has evolved even more. It’s no longer about being the loudest voice in the boardroom; it’s about being the most attentive ear. The old leadership playbook where experience automatically meant you had all the answers – that book is out of print. In its place, a new chapter has been written by the generations coming up. Today’s young professionals value collaboration, transparency, and authenticity. They’re not shy about speaking up (sometimes to our chagrin, if we’re honest!). They ask “why” instead of just saying “yes, sir.” And you know what? That’s a good thing. It keeps us on our toes and challenges us to be better.
I often tell my fellow executives and veteran leaders: leadership isn’t a monologue, it’s a dialogue. When we started out, many of us thought wearing the title of VP or CEO meant we talked and others listened. But in a changing world, a true leader listens as much as he speaks – probably more. I’ve learned that you can’t lead people you refuse to hear. If we don’t pay attention to our younger teammates – their ideas, their concerns, their dreams – we risk leading organizations that are out of touch and left behind.
The Circle of Growth
On Marc’s podcast, I also introduced something dear to my heart: my leadership model, which I call the Circle of Growth. This model was born from decades of experience and a realization that leadership is not a straight line – it’s a continuous circle of learning and teaching. In the Circle of Growth, everyone has something to contribute, and everyone has room to grow, from the intern to the CEO. It’s a cycle where knowledge and mentorship flow freely in all directions, creating an environment where we lift each other up.
Let me break it down a bit. Over years in the Army National Guard and a career in business, I identified seven core values that keep that circle turning: self-awareness, courage, humility, integrity, empathy, learning, and execution. (Funny enough, those seven letters spell out my last name – Schiele – as if the idea was destined for me!) Living by these values means we integrate personal growth with professional growth. We stay self-aware enough to recognize when we don’t know everything. We find the courage to try new approaches and admit when old ways aren’t working. We remain humble and act with integrity, treating people right no matter their position. We practice empathy – truly seeing and valuing others’ perspectives. We keep on learning, every single day. And we execute – we put those lessons into action to improve our teams and organizations.
This Circle of Growth framework is all about empowerment and collaboration. It’s about creating a workplace culture where experience and youth fuel each other rather than collide. Think of a seasoned mentor guiding a young professional – sharing knowledge, yes, but also listening to the fresh ideas that young talent brings. Both people grow from that exchange. The veteran leader gains new insights and technical savvy; the younger leader gains wisdom and confidence. In my eyes, that’s a win-win situation. That’s the Circle of Growth in action – a continuous loop of mentorship, growth, and mutual respect. It transforms a team into a family of learners and a business into a place of purpose.
Let me break it down a bit. Over years in the Army National Guard and a career in business, I identified seven core values that keep that circle turning: self-awareness, courage, humility, integrity, empathy, learning, and execution. (Funny enough, those seven letters spell out my last name – Schiele – as if the idea was destined for me!) Living by these values means we integrate personal growth with professional growth. We stay self-aware enough to recognize when we don’t know everything. We find the courage to try new approaches and admit when old ways aren’t working. We remain humble and act with integrity, treating people right no matter their position. We practice empathy – truly seeing and valuing others’ perspectives. We keep on learning, every single day. And we execute – we put those lessons into action to improve our teams and organizations.
This Circle of Growth framework is all about empowerment and collaboration. It’s about creating a workplace culture where experience and youth fuel each other rather than collide. Think of a seasoned mentor guiding a young professional – sharing knowledge, yes, but also listening to the fresh ideas that young talent brings. Both people grow from that exchange. The veteran leader gains new insights and technical savvy; the younger leader gains wisdom and confidence. In my eyes, that’s a win-win situation. That’s the Circle of Growth in action – a continuous loop of mentorship, growth, and mutual respect. It transforms a team into a family of learners and a business into a place of purpose.
Shifting Mindsets to Stay Relevant
If you’ve been leading for decades like I have, it’s easy to feel the ground shifting beneath your feet. Technology is racing forward, social norms are changing, and a new generation is stepping into the workforce with its own ideas. How can we seasoned professionals stay relevant and connected? We have to be willing to shift our mindsets. Here are a few shifts I believe every experienced leader can embrace:
- Be a Student, Not Just a Teacher: The days of “knowing it all” are over. Embrace the fact that you can learn from 20-somethings just as they learn from you. Ask questions. Seek their input. Showing that you’re willing to learn not only keeps you sharp, it earns you respect. I often say, the moment you stop learning, you stop leading. Stay curious and open-minded, and you’ll remain relevant by default.
- Foster Genuine Connections: Take the time to understand what drives your younger colleagues. Their values might be different from what yours were at that age. Maybe they care deeply about work-life balance, social causes, or rapid career progression. Listen to their aspirations and fears. Share your own stories of successes and mistakes. By showing vulnerability and authenticity, you build trust across the generational divide. Remember, leadership is about relationships, not just results.
- Empower Rather Than Command: Shift from a commanding mindset to a coaching mindset. Instead of “Do it because I said so,” try “Here’s the goal – how do you think we can get there together?” Invite collaboration. Give younger team members ownership of projects and decisions. This doesn’t mean you step aside completely; it means you guide and support. You’ll find that people often rise to the occasion when you show faith in their abilities. Your role transforms from boss to mentor, and that shift creates a culture of growth and loyalty.
Growing Together for Lasting Legacy
At this point in my life and career, I’m often thinking about legacy. What do we leave behind, and who are we helping along the way? One thing I know for sure is that our legacy as leaders isn’t just in the profits we made or the titles we held – it’s in the people we touched and the leaders we nurtured. If you’re a seasoned professional reading this, I want to encourage you: your journey isn’t over – in fact, a beautiful chapter is just beginning. You have an opportunity to grow alongside the next generation, not apart from them.
Growing together means the young folks benefit from our wisdom, and we benefit from their fresh perspective. It means we show them the value of patience and long-term thinking, and they remind us of the power of passion and new ideas. It’s a two-way street. For me, nothing is more fulfilling than seeing someone I’ve mentored go on to become a confident leader in their own right. I take pride in their success as if it were my own. That’s the heart of my Circle of Growth model – knowing that when one of us grows, we all grow. The circle keeps expanding.
So to all my fellow veteran leaders: I urge you to lean into this evolving style of leadership. Don’t shy away from the changes; embrace them. Let the young leaders know you’re not just an authority figure, but also an ally and a student at times. Show them that respect goes both ways. Your willingness to adapt and listen does not diminish your authority – it enhances it. It shows true confidence.
In the end, leadership is a lifelong journey. I may have a few decades of experience under my belt, but I’m still learning every day – absolutely. And that’s a blessing. It keeps me young at heart and sharp in mind. We who have been around the block have so much still to give. Our influence is still immense, perhaps even more than ever, because we can blend the best of the old with the promise of the new. By growing alongside the next generation, we ensure that our legacy isn’t just something we leave behind, but something we carry forward together. Let’s continue to lead with open ears, open minds, and open hearts. The future is bright, and guess what? We seasoned leaders are still an important part of it – absolutely.
Growing together means the young folks benefit from our wisdom, and we benefit from their fresh perspective. It means we show them the value of patience and long-term thinking, and they remind us of the power of passion and new ideas. It’s a two-way street. For me, nothing is more fulfilling than seeing someone I’ve mentored go on to become a confident leader in their own right. I take pride in their success as if it were my own. That’s the heart of my Circle of Growth model – knowing that when one of us grows, we all grow. The circle keeps expanding.
So to all my fellow veteran leaders: I urge you to lean into this evolving style of leadership. Don’t shy away from the changes; embrace them. Let the young leaders know you’re not just an authority figure, but also an ally and a student at times. Show them that respect goes both ways. Your willingness to adapt and listen does not diminish your authority – it enhances it. It shows true confidence.
In the end, leadership is a lifelong journey. I may have a few decades of experience under my belt, but I’m still learning every day – absolutely. And that’s a blessing. It keeps me young at heart and sharp in mind. We who have been around the block have so much still to give. Our influence is still immense, perhaps even more than ever, because we can blend the best of the old with the promise of the new. By growing alongside the next generation, we ensure that our legacy isn’t just something we leave behind, but something we carry forward together. Let’s continue to lead with open ears, open minds, and open hearts. The future is bright, and guess what? We seasoned leaders are still an important part of it – absolutely.
From My Story to the Next Generation’s Challenge
If you’ve ever wondered how I got started, I opened up about my beginnings and the road that shaped me in a recent interview. Check it out here:
My Story on Voyage San Antonio
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Why bring that up? Because every new generation of leaders is writing their own story. Gen Z is out here blazing their own trail—showing us all what’s possible when you lead with authenticity, purpose, and a refusal to be boxed in by outdated systems. I salute that. It’s powerful. This “conscious unbossing” movement is creating room for fresh thinking and protecting well-being in ways most of us never dreamed of.
But let’s keep it all the way real: as Gen Z forges ahead and redefines what leadership means, there’s a risk that something crucial could get left behind. When you opt out of management, you gain freedom—but you can also lose out on the wisdom that comes from guiding others, facing tough decisions, and learning through responsibility. The greatest lessons in leadership aren’t always the easiest ones. They come from being in the thick of it—navigating conflict, lifting others up, and carrying the weight of someone else’s future right beside your own.
So here’s my message to every young leader stepping into this new era: Do your thing. Keep building, keep questioning, keep protecting your well-being—but don’t run from leadership itself. There’s value in those moments when you’re not just responsible for yourself, but for the growth and well-being of a whole team. Don’t be afraid to step up, to guide, to mentor. The world needs bold, innovative leaders—just make sure you’re ready for the real work that comes with the title, even if you never wear a nameplate.
At the end of the day, every legacy starts with a single step. If you want to see what’s possible, check out where I began. But remember—your journey is yours, and the future of leadership depends on how you carry it forward. Conscious unbossing is a revolution, but let’s not throw out the lessons that come from rolling up our sleeves and truly leading. That’s how we all keep growing.
Why bring that up? Because every new generation of leaders is writing their own story. Gen Z is out here blazing their own trail—showing us all what’s possible when you lead with authenticity, purpose, and a refusal to be boxed in by outdated systems. I salute that. It’s powerful. This “conscious unbossing” movement is creating room for fresh thinking and protecting well-being in ways most of us never dreamed of.
But let’s keep it all the way real: as Gen Z forges ahead and redefines what leadership means, there’s a risk that something crucial could get left behind. When you opt out of management, you gain freedom—but you can also lose out on the wisdom that comes from guiding others, facing tough decisions, and learning through responsibility. The greatest lessons in leadership aren’t always the easiest ones. They come from being in the thick of it—navigating conflict, lifting others up, and carrying the weight of someone else’s future right beside your own.
So here’s my message to every young leader stepping into this new era: Do your thing. Keep building, keep questioning, keep protecting your well-being—but don’t run from leadership itself. There’s value in those moments when you’re not just responsible for yourself, but for the growth and well-being of a whole team. Don’t be afraid to step up, to guide, to mentor. The world needs bold, innovative leaders—just make sure you’re ready for the real work that comes with the title, even if you never wear a nameplate.
At the end of the day, every legacy starts with a single step. If you want to see what’s possible, check out where I began. But remember—your journey is yours, and the future of leadership depends on how you carry it forward. Conscious unbossing is a revolution, but let’s not throw out the lessons that come from rolling up our sleeves and truly leading. That’s how we all keep growing.
Building a Legacy: Gen Z and the Future of Inclusive Leadership
We’ve talked about the journey—about how Gen Z is shifting the landscape and how each leader writes their own chapter. But here’s the next layer: real change isn’t just about rejecting the old system, it’s about building something better for those coming after us. That’s what leadership is really about—impact that lasts.
If you want to dive deeper into what it looks like to turn your story and struggles into a platform for others, I recently joined host Mishal Saeed on the Founders Future podcast. Now, let me just say—her research team swore up and down that I’m from Atlanta. (Y’all, I’m based in San Antonio, Texas! But hey, I can rock with some peach cobbler and sweet tea, too. Just don’t make me trade in my brisket for grits.) In this episode, we dug into everything from my own journey out of military service to launching Schiele and Associates, and the deeper mission behind my work—serving those who’ve too often been left out.
Listen to the Founders Future Podcast: From Service to Strategy – Bear Schiele on Leadership
In the episode, I break down why coaching, business development, and advocacy for military veterans and marginalized communities matter so much—not just for individuals, but for the culture of entire organizations. We talk real solutions for making workplaces more inclusive and equitable, and how every leader, especially those coming up now, can play a role in that.
Gen Z is already leading the way by demanding authenticity, equity, and purpose at work. But let’s not stop at demanding change—let’s get involved in creating it. Use your voice. Use your seat at the table, even if you had to pull up your own chair. Whether you’re charting your own course, mentoring others, or building something new, know this: the work you do now sets the stage for those who come next.
I’m passionate about helping the next generation not only challenge old systems but build new ones rooted in diversity, belonging, and real opportunity. If that’s your calling too, check out the conversation and see how your leadership can leave a mark that lasts longer than a title.
If you want to dive deeper into what it looks like to turn your story and struggles into a platform for others, I recently joined host Mishal Saeed on the Founders Future podcast. Now, let me just say—her research team swore up and down that I’m from Atlanta. (Y’all, I’m based in San Antonio, Texas! But hey, I can rock with some peach cobbler and sweet tea, too. Just don’t make me trade in my brisket for grits.) In this episode, we dug into everything from my own journey out of military service to launching Schiele and Associates, and the deeper mission behind my work—serving those who’ve too often been left out.
Listen to the Founders Future Podcast: From Service to Strategy – Bear Schiele on Leadership
In the episode, I break down why coaching, business development, and advocacy for military veterans and marginalized communities matter so much—not just for individuals, but for the culture of entire organizations. We talk real solutions for making workplaces more inclusive and equitable, and how every leader, especially those coming up now, can play a role in that.
Gen Z is already leading the way by demanding authenticity, equity, and purpose at work. But let’s not stop at demanding change—let’s get involved in creating it. Use your voice. Use your seat at the table, even if you had to pull up your own chair. Whether you’re charting your own course, mentoring others, or building something new, know this: the work you do now sets the stage for those who come next.
I’m passionate about helping the next generation not only challenge old systems but build new ones rooted in diversity, belonging, and real opportunity. If that’s your calling too, check out the conversation and see how your leadership can leave a mark that lasts longer than a title.
The Final Word: Leadership for a New Generation
Let’s bring this home. Leadership isn’t some fixed statue sitting on a dusty pedestal. It’s alive, changing, and it needs us to grow right along with it. I’ve been blessed to see leadership from just about every angle—from the dirt roads of Louisiana to executive boardrooms, from the trenches of military service to the front lines of business coaching. And if there’s one thing I know for sure, it’s this: if we want to reach Gen Z and Millennials, we better be ready to meet them where they are—not where we used to be.
Years ago, I sat down for an interview with Collabs.io Mag to talk about what it really takes to accelerate growth across an organization. I shared my story—how I went from the Army to helping friends and strangers alike build businesses, land executive jobs, and step into their next season with clarity. I’ll tell you right now, nothing in those self-help books prepares you for the grind, the setbacks, and the little victories that make this life worth living. If you’re curious, check out that interview for a deeper look at how I started, what drives me, and the real challenges that come with stepping out on faith.
And here’s where it gets real for us, the so-called “seasoned leaders.” Gen Z and Millennials aren’t just bringing new tech and new slang into the workplace—they’re bringing new expectations. They want purpose, flexibility, authenticity, and a shot at leadership that doesn’t demand they trade their souls for a corner office. They want to know they matter before they follow your lead.
The catch? As much as we talk about them shaking things up, it’s on us to create spaces where they can actually lead—without fear, and without having to give up who they are just to fit in. That means understanding the difference between comfort and growth, as I said back then: “There’s a fine line between comfort and success, and many are so afraid to give up comfort to seek success, but in many of the wealthy people I have been around, comfort is the first thing you have to give up to truly be successful.”
If you’re looking to start, run, or grow a business in this new era, I’ll give you the same tips I shared in that Collabs.io piece: know yourself, love what you do, and make no excuses. It’s not about having all the answers; it’s about being real enough to learn, bold enough to change, and humble enough to listen—even when it stings your ego.
So let’s step up. Let’s show this next generation that leadership isn’t about titles—it’s about service, vision, and the courage to get uncomfortable for something bigger than ourselves. Because the truth is, legacy isn’t measured by what you keep—it’s measured by what you give away.
The future of leadership is already here. The only question is: are we willing to grow with it?
Schedule a Discovery Call
Years ago, I sat down for an interview with Collabs.io Mag to talk about what it really takes to accelerate growth across an organization. I shared my story—how I went from the Army to helping friends and strangers alike build businesses, land executive jobs, and step into their next season with clarity. I’ll tell you right now, nothing in those self-help books prepares you for the grind, the setbacks, and the little victories that make this life worth living. If you’re curious, check out that interview for a deeper look at how I started, what drives me, and the real challenges that come with stepping out on faith.
And here’s where it gets real for us, the so-called “seasoned leaders.” Gen Z and Millennials aren’t just bringing new tech and new slang into the workplace—they’re bringing new expectations. They want purpose, flexibility, authenticity, and a shot at leadership that doesn’t demand they trade their souls for a corner office. They want to know they matter before they follow your lead.
The catch? As much as we talk about them shaking things up, it’s on us to create spaces where they can actually lead—without fear, and without having to give up who they are just to fit in. That means understanding the difference between comfort and growth, as I said back then: “There’s a fine line between comfort and success, and many are so afraid to give up comfort to seek success, but in many of the wealthy people I have been around, comfort is the first thing you have to give up to truly be successful.”
If you’re looking to start, run, or grow a business in this new era, I’ll give you the same tips I shared in that Collabs.io piece: know yourself, love what you do, and make no excuses. It’s not about having all the answers; it’s about being real enough to learn, bold enough to change, and humble enough to listen—even when it stings your ego.
So let’s step up. Let’s show this next generation that leadership isn’t about titles—it’s about service, vision, and the courage to get uncomfortable for something bigger than ourselves. Because the truth is, legacy isn’t measured by what you keep—it’s measured by what you give away.
The future of leadership is already here. The only question is: are we willing to grow with it?
Schedule a Discovery Call