Today’s multi-generational workforce involves unique strengths and potential challenges. How can you effectively navigate these differences to create a harmonious, productive environment?
In this insightful episode of the #Career101Podcast, guest Dr. Carol Parker Walsh explores the complexities and opportunities within a multi-generational workforce. Listeners learn about the core characteristics of today’s generations, from Baby Boomers to Generation Z/Alpha, and discover practical strategies for reducing conflicts and improving team cohesion.
Dr. Walsh emphasizes the importance of avoiding generational stereotypes, cultivating genuine curiosity, and fostering psychological safety. She also shares valuable tips for leaders managing team members from different generations, including how to approach difficult conversations and build mutual respect across age groups.
Dr. Walsh, an expert in transformative leadership and human development, brings over three decades of experience as an employment attorney, consultant, researcher, brand strategist, and senior leader. She is the CEO and founder of Carol Parker Walsh Consulting Group, specializing in leadership development and talent optimization.
What you’ll learn:
- An overview of the five main generations currently in the workforce and their defining characteristics.
- Common challenges that arise from generational differences in the workplace.
- Strategies for leaders to initiate and navigate conversations around generational diversity.
- Tips for managing and resolving conflicts stemming from the multi-generational workforce within teams.
- Advice for younger leaders on effectively leading team members who are older and from different generations.
- Insights into the evolving nature of leadership as influenced by generational shifts.
As a thank you for listening to this episode of the Career 101 Podcast, we are sharing our FREE master class – Career 911: Solving the Top 5 Challenges Executives and Professionals Have! It’s a training based on solving the common problems our clients have experienced to reach their goals. You can get access to the master class here!
Resources:
- Episode Transcript
Porschia: [00:00:00] Hello, I’m Portia Parker Griffin, and I wanna welcome you to the Career 1 0 1 Podcast, a place for ambitious professionals and seasoned executives who want an edge in their career. We’re talking about all of the things you were never taught or told when it comes to career growth, development, and change.
Now let’s get into it.
Today we are talking about the multi-generational workforce with Dr. Carol Parker Walsh. Dr. Carol Parker. Walsh is an expert in transformative leadership and human development recognized with multiple awards for her profound impact. As the CEO and founder of Carol Parker Walsh Consulting Group, her firm specializes in leadership development and talent optimization, partnering with leading organizations to cultivate a [00:01:00] culture that accelerates leadership capabilities to drive organizational success with an extensive and diverse background spanning three decades as an employment attorney.
Consultant, researcher, brand strategist, and senior leader, Dr. Parker Walsh offers unparalleled insights for guiding leaders and organizations. Her peers have recognized her as a TEDx speaker. Three time Amazon bestselling author and member of the Forbes Coaches Council, Forbes Black Newsweek Expert Forum and Entrepreneur’s Leadership Network.
Her podcast, the Midlife Career Rebel, is widely acclaimed for its insightful content. Hi, Dr. Carroll. How are you today? I am fabulous. How are you? I am doing amazing, and I am thrilled to have you with us to discuss the multi-generational workforce. But first we wanna know a little more [00:02:00] about you. Yeah, about 7-year-old Carol.
Dr. Carol: Let’s see. 7-year-old Carol was defiant, adventurous, definitely a risk taker. Very imaginative, little bit spoiled at that time I was the baby of the family. It took, I was on three years before that status was no longer my own, but yeah, I was a rambunctious little one. So what did you wanna be when you grew
Porschia: up?
Dr. Carol: Yeah, that’s a great question. I, there were so many things I wanted to be, I thought I wanted to be a doctor and, but I think that came later on. I thought I wanted to be an obstetrician. I got a call, somebody who delivered babies. That I thought would be exciting to do until I got old enough to take a class in college and we took anatomy, physiology, and the whole idea of all of that turned me completely off.
That’s switching the fact that blood and bodily fluids are not my favorite things to, to be exposed. So that, that, [00:03:00] that shifted for me pretty quickly after that.
Porschia: I got it. I wanted to be a vet for a while until the blood and bodily fluids came in.
Dr. Carol: Yes. Exactly.
Porschia: Exactly.
Dr. Carol: Yeah. It all seems on tv, the baby just comes, right?
Yeah. There’s a whole lot more in between.
Porschia: Exactly. So what was your first job?
Dr. Carol: My very first job that I was paid for, I was a summer counselor at the, I went to Catholic schools all of my life. And so the school that I went to, elementary school. When we were in high school, a lot of us came back and we were able to work as counselors for the summer for the kids that were in kind of the summer program that they had, and that was my first paying gig.
Very cool. Very cool.
Porschia: Love summer camp. Yes. Yes. So tell us about some highlights or pivotal moments in [00:04:00] your career before you started your own business.
Dr. Carol: That’s a great question. I think about, I think of the highlights that I had in my career that were either hard or challenging, but had so much emotion or success behind it.
So for me, it was like when I conducted my first trial and being able to voir vri and pull a jury together and to present, and I remember the, before I walked in the courtroom, I vomited. I was all nervous and so sick to my stomach, but once I was able to get in the flow of it, that was really exciting. So that was one of the times, I think the first time I facilitated a retreat for a group of leaders was nerve wracking, but so exciting to be able to do.
The first time I published something and saw my name underneath some work that I had created. Th those were some of the. I’ve had different interesting career journey, but those were some of [00:05:00] the pieces that I always will remember that really stand out for me. Yeah,
Porschia: those are definitely some pivotal moments.
What was your first, yeah, about, I guess it was employment law related. It
Dr. Carol: was a sexual harassment case. That was very challenging because at the time that I was practicing, we’re talking in the nineties. This was a new kind of frontier for a lot of employment firms because it was post like the Anita Hill hearings and when Claris Thomas was put into put on the Supreme Court.
And so it was something that women just often didn’t speak up about because they thought they wouldn’t be believed or heard or really have any kind of support. So it was pretty exciting to be able to be part of that process. I bet.
Porschia: A very interesting and inspiring background. What motivated you to start your own business?[00:06:00]
That’s a great question.
Dr. Carol: I, my, my father always had an entrepreneurial spirit, and he would try, throughout his career, he always had a job. He was in the military, and then he worked for the post office and became a postmaster. All throughout his career, he always talked about entrepreneurialism and would tell us his children there’s nothing like owning your own and having your own, and really building your own business as opposed to always working for somebody else.
But even though he always said that, we always watched him work and we always had a very strong work ethic. We always worked as well, but he passed in 2012 when I started my business in 2014. It was, and in that time was right, I was right on the precipice of turning 50. So I was in this like pivotal moment and shift in my life and I was at a place in my career where I said, you know what?
I think I wanna do this. I think I really wanna [00:07:00] focus in on the type of work that I wanna do and make the impact that I wanna make. And in a lot of ways, it was in memory and in honor of my father. I liked his voice. Was just getting louder and louder around. Do it. Go for it. He used to always ask a question whenever I got yet another degree joke that I’m overeducated.
But he would always ask me, what are you gonna do with it? What are you gonna do with it? And I think in his way it was like, you have so much opportunity available to you now because you have this education. So what are you gonna do with it? How are you going to use it? And that that’s what was going through my head for those years after he passed, before I started my business was, what can you do with it?
What are you gonna do with it? And that’s really what prompted me to hang out my shingle and start my business. I am so glad that
Porschia: you did, and I am extremely happy to speak with you today because some of your work focuses on the multi-generational workforce, and a lot of our listeners know that’s a [00:08:00] focus of.
Our business and some of our B2B work with companies and organizations directly. Clients often ask me about the differences between the various generations in the workforce. So for those who don’t know, Dr. Carroll, can you explain the main generations in the workforce today?
Dr. Carol: Yeah, we, it’s interesting, we have about six of them at play, but about five of them in the workplace.
So we still have hanging on our silent traditional generation. That is, is and the numbers of the age ranges obvious in a lot of ways are some somewhat arbitrary and they may differ, for the ones that I follow, it’s usually from like 25 to 45, we have the silent traditional generation.
These are the generation that up in a time where. Authority was important where you followed hierarchy, where you respected leadership. You work, you got on the job, you stayed there until you died, until they [00:09:00] carried you away. So in terms of the deep rooted work ethic that we have around how you show up to work and your commitment to work and your obligation and dedication to the workplace comes through that generation.
Then following that from about 46 to 64, we have the baby boomer generation, which was at one point the largest generation that came out of the boom from World War ii. This generation was the generation that continued that tradition. I. They established, I jokingly call the 80 hour work week, right?
Because it was all about achievement and competition and success and reaching those goals and getting that corner office and grabbing that title. And this generation really pushed a lot of the workplace policies that we are still continuing or struggling, I should say, with today, really came out of that generation.
And even though right now. They are at retirement age. We have about 10,000 boomers ready to retire almost daily. They’re still, they’re living longer, they’re [00:10:00] healthier, and they’re staying more present in the workplace. And it’s interesting, I wanna say about the silent generations. Let’s go back to that right quickly, is that we see them mostly in education and politics.
While they, depending on the industry, you may see some silent generation, but they’re predominantly situated in politics and in education. And then after the boomer generation, we talked about them, comes Gen Xers. They range about 65 to 80, right this five to 80, and this was the sandwich generation, the smallest generation that we had.
They came up in a time where they had a distrust for government and organizations. They watched a president resign in disgrace, right? We’ve seen Nixon that came out of office. They were very individualistic because. The birth control pill came about. Divorce rates were high. Women were going into the workforce, so they were left alone as latchkey kids, and they had to really develop their own sense of family and community and independence.
And while they too followed some of those traditional ideas of work of how you are in the workplace, they were one of the first [00:11:00] generations that started piloting this idea of balance and having value in what you do and wanting not to be workaholics like they witnessed generations beforehand. And then following after them are our millennials that came around, which is roughly about 1981 to 19 96, 97.
This particular population is the digital population, right? So they grew up with electronics, with the internet and things of that nature. So they have a little bit more savvy around how to operate in the digital world. A little bit more excited about that. They definitely were moving into champions, having watched their parents be workaholics in terms of balance and taking care of themselves, and having that kind of self-care mantra within the workplace.
We see a lot of the millennials moving into leadership. In fact, they are currently the largest generation in the workplace and by 2025 we’re definitely gonna be about 75% of the workplace that you know we’re seeing right now. So this is a very big, [00:12:00] strong population that is right now poised and position to move into leadership and start to shift in turn how we are starting to see how we work in the generations.
Following them. We have our Gen Z, which again, digital natives. This is a generation that was starting to be born around 1998 to about 2012, and this generation is one that has a sense of confidence. They were the one that people often call entitled, they’re the generation that people say, you got a participation ribbon for everything.
But they’re one that are very much into diversity. They’re very much into authenticity. They’re very, they’re the generation because they grew up in a global community. They have a respect for differences and different cultures and different backgrounds. They have a respect for pronouns, different pronouns and identity and our, a generation that is really pushing the envelope around this idea of binary and non-binary ways of showing up in the world.
And so [00:13:00] they’re a generation that’s coming into the workplace as well, and depending on their age, if they’re earlier born in 2012, we see them coming into, starting into some entry level positions that are gonna be ultimately that next generation moving forward. And then the final generation that we’re actually in the midst of right now, or what’s called gen alpha.
Gen Alpha is born around 2013 and is anticipated that generation will go to about 2028. And this is the first generation we have that’s completely born in the 21st century. It’s the first generation that will be 52% non-white. It’ll be, it not only will respect diversity, but will be the most diverse generation that we will have ever seen.
So when we look at the millennials, gen Z and Gen Alpha, some also call them, what’s the word, polars, generation. Polars, because they’re growing up in a very polarized society right now. This is gonna be a fascinating generation to watch in terms of what they’re going to do and how they’re gonna shift the workplace.
[00:14:00] So this is why we’re seeing conversations around remote work and healthcare and mental health and so on and so forth, which I guess we’ll get into, but those are the generations that we are working with right now in the workplace. Yeah, and thank you for
Porschia: giving us that overview. I think that helps a lot of people who aren’t necessarily familiar with the generations to have an idea of who they are.
In my years as a coach and consultant, I’ve seen a variety of issues come up among people of different generations at work. Whoops. The most common challenges you’ve seen among generations in the workplace. I.
Dr. Carol: Yeah the biggest challenge is the caveat that I always give to people when we talk about generations is that one generations are not monolithic groups.
And so even though people may be born in a particular generation, a lot of it depends on their socioeconomic, their culture, their background, their religion, their family upbringing. There’s so many influences that somebody may not [00:15:00] quote unquote, present as a particular generational stereotype. It’s really important that we not overlay this idea that because you’re this generation, you will automatically behave in a certain way.
So these assumptions that we make around generations is one of the sources of conflict, in addition to the idea that all every generation thinks they’re the best generation. And what we did to do is look at the, what we focus on is what we consider to be the flaws of the other generation or the challenges of the other generation.
That immediately puts us outta conflict because we ma, we’re making these assumptions and assuming that people are gonna operate in a way of being. And so that really causes a charge dialogue and charge communication between them because they’re, I was actually doing a, I did a talk on this. The other day, and we had people in the audience, and I had my millennials say, why can’t boomers listen?
And the [00:16:00] boomers say, why do the millennials always think they know every thing? And people actually raise their hand. And it was a perfect example of these generalizations that we enter into conversations with. And then we make assumptions and we start operating on those assumptions. And that’s what causes a lot of conflict.
And it’s so important for us if we’re going to. Be able to function better across genera generationally is that we start looking at what generations bring to the table as opposed to operating from this assumption that it’s a problem because these generations aren’t operating in the same way that we think a generation should operate.
You made a lot of great
Porschia: points, Dr. Fi. I remember when I first. Started incorporating, talking about generational diversity and different generations in the workforce into our business. And I’m a millennial, as many people know, and the [00:17:00] stereotypes were so strong and they still are, but there would be a lot of millennials that would tell me, I’m a millennial and I don’t even wanna be called a millennial because people assume we’re lazy.
Yes. They contribute all these negative things to us. To your point about the stereotypes, those are definitely real. And then also your point about thinking about their generation is the best. I will never forget one of the first few talks I did at a national conference about generations, and one of the gentlemen, he was a baby boomer, he said, oh, and this was probably about 2015 ish, so almost 10 years ago now.
And he said, oh, millennials, we just don’t hire those millennials because they quit all the time. I. And I just, sir, that is not a sound business strategy or a way to think about your succession plan, to your point about thinking their generation is the best or having some resistance around. Yes.[00:18:00]
Differences that can definitely come up. So thank you for sharing that.
Dr. Carol: Yeah, you’re welcome. It is so problematic and I, it just, it hurts my heart be when I hear people say that, but that is definitely the idea that millennials or Gen Zs may have a two to five year lifespan. And what I always, and it’s only because of this idea that boomers have that it’s a work ethic.
You stay there, you work there, you stay there, you work hard. It doesn’t matter if you enjoy it. Doesn’t matter if you’re valued, doesn’t matter if you’re respected, doesn’t matter if you’re getting paid. Like all of that doesn’t matter is that you have a job and you work the job. Whereas what millennial generations are bringing to the table is that, no, the reason I’m leaving is because you’re not walking your values, you’re not supporting me, my development, you’re not creating an environment where I feel safe and acknowledged.
I’m not doing work where I feel valued. Or am being valued for the work that I’m putting forth. And so what I always tell, so I’m a boomer, and what I always try to share with my boomer colleagues [00:19:00] is that what we’re trying to do is fit these round pegs in a square hole. And what we have to start thinking about is how to not make the whole square, but how to soften the edges so that we are thinking about how to create an environment and a culture that supports the people that are there versus trying to make them fit.
Into the culture that we created that is no longer operating in the current landscape of work and definitely not in the future of work. An
Porschia: amazing point, Dr. Carroll, that some of our listeners might need to pause again. So thank you for sharing. Yeah. Many of the leaders that we work with don’t feel like they know how to start the conversation around generational diversity.
How do you recommend a leader start that conversation?
The Career 1 0 1 [00:20:00] Podcast is brought to you by Fly High Coaching, where we help our clients soar to their full potential executives and leaders are setting out to achieve their company goals, but without the right support. It can be difficult, if not impossible. Employee performance, productivity, and company culture all affect organizational revenue and profits.
We offer customized consulting, coaching, and training solutions and can serve as your external talent development partner. Check us out on our website, fly hi coaching com.
Dr. Carol: Yeah, I think I always a proponent of starting with self before we go external, and so I think it’s important to just really understand both. The pros and cons of how you see yourselves in your generation, and to ask yourself [00:21:00] questions about, if I were starting in my career today, or if I was moving in the landscape and work the way it is today, would I want to work this way?
I do a lot of work with senior leader and executives and people who have been in the workplace for 20 and 30 years, and what I often hear is their own discontent with how. Things have happened in their career or how they may have been treated in their career, or how their voice wasn’t heard, or how they weren’t able to have certain opportunities or how the political game disadvantaged them or and on.
And so I asked them to start with yourself and if you were coming in today, what would you like to, and how does that differ from let go of the idea what you think it should be, but think about what it would mean for you to start with that individual question and then to start operating and finding the common ground across generations and start and communicating from there and start talking about where we have common ground.
How [00:22:00] do we feel about collaboration, right? How do you view that? How does the other generation view it? How do we find common ground? Looking at what the other generations bring to the table, what are some of the advantages that come from being in those generations? So from my perspective, if we take an appreciative approach.
From not only from for ourselves, but for the other generations in which we’re trying to engage with. It would allow us to start to have something to build upon as opposed to going at it from a more scarcity perspective that I think we need to go. But I’m always an advocate first for a leader to gain some deeper self-awareness so that you can be more reflective in your conversations with someone else as opposed to, and coming from a place of curiosity.
As opposed to coming from this place of I know exactly what’s right and what I think is what’s right is what needs to happen. Those are the kind of two steps that I would always suggest for a leader.
Porschia: I think those are great. Really starting with [00:23:00] yourself, taking that appreciative approach and coming from that perspective of curiosity, and I think this is a great segue.
You’re starting to answer. Where I wanna go, but what are some other tips or recommendations that you would give team dealing with conflict that might stem from generational differences?
Dr. Carol: Yeah, that’s really a great question too. I generational, when you’re doing kind of generational training, I think it could be really fun.
I often put generations, group them together and let them talk to each other and. Come up with their mantras and things of that nature. It could be really a fun thing to see the perspective of the other generation, but I think also what’s really important from a team dynamic is not to just play with the stereotypes or for people to talk about their experiences growing up in the time that they grew up, so that we can start to connect to people on a human level and not just at that generational level.
Because sometimes it’s fun to talk about, I grew up with HA track [00:24:00] tapes and another generation was an A track. But what is that and how, maybe how somebody else went to school or how they walked to school and somebody else was chauffeur every day or so. Some of those things could be playful and fun to talk about, but I think when we start getting at a deeper level about what my experiences were as I grew up, then we start to uncover how we’re showing up as a team member.
So if my experiences. At the time and what I was influenced by at that time is really informing the way that I communicate or don’t communicate well or why I may be more defensive or not defensive or why I may feel like I’m being a team player. Why I may be asking you 50 questions is because I’m trying to build collaboration and teamwork is not because I don’t trust myself or know what I’m doing, it’s just that I like to work in community as opposed to individualistic.
So if we understand some of these undertones that are operating at this kind of surface level, I think it gives us more insight to gain a deeper understanding of [00:25:00] how we can co function as a team as opposed to operating in silos individually or again, having the assumptions that, that we have. I know people who are millennials that are like, I don’t know, digital stuff stops asking me how something works technologically.
I don’t know. And I know some boomers who are like, I got it. I could totally handle that because it’s a forte. So we have to again, lay down the kind of stereotypical assumptions and start having these deeper conversations to understand experiences and how those experiences have informed how we show up so we can start really operating at that team level at a better way.
Porschia: Another topic that comes up a lot with our clients is that a leader might have direct reports that are older than them and of a different generation. Yeah. That leaders do to be more effective when leading people older than them.
Dr. Carol: That is a fabulous que that comes up quite a bit. In fact, I’m working, I’m actually coaching some leaders in that regard, [00:26:00] is understanding.
I think one of the things that is when you understand how generations are, like, if you can maybe start with some of the. If you’re coaching a boomer or you have a boomer on your team and you’re a millennial or a Gen Z to understand that they do like authority and hierarchy and they are competitive and like to win and have achievements.
Again, generalization. So if you understand that basic generalization and then start to ask some independent questions about how do you like to be motivated, how do you like to. Be rewarded. How do you like to feel acknowledged as a member of this team? It gives you not only some general ideas, but some individual work that you can do.
But I also believe that from a millennial perspective, while again stereotypically they tend to be more collaborative, they need to maybe be a little bit more authoritative, right? There needs to be a little, because again, if they’re managing a boomer who respects that, then they need to own their off authority.
I think sometimes what happens is [00:27:00] that the younger generation looks at the older one thinking, I need to be respectful because they’re older and they may not show up in their power and authority as a leader. And on the other hand, I know sometimes boomers show up like you could be my child or grandchild, so you need to respect me.
And so we need to have that conversation and acknowledge maybe that’s even existing. But as the younger leader, you need to understand how to own your authority and how to step into your power, not in a dictative way, but in a way that s respect from the people that you’re leading, right? And so when you break it down into role and responsibility and let go of the age.
Then just step into the role and responsibility and remind people on your team what their roles and responsibilities are, and hold people accountable and make sure that you’re leading in accordance with what your team needs from you as a leader. So that’s usually the and I know it’s a very general kind of [00:28:00] advice, ’cause every situation I think is different depending on how many people you have on your team or what some of the challenges or the pushbacks that you may be having if you’re leading somebody younger or older than you.
But that to me is one of the, if you break things down to understanding roles, responsibilities, stepping into your authority and allowing the other person to be able to voice and express any concerns or challenges that they’re having, and then creating a leadership relationship that makes sense for you and your team, that’s the best way that I would suggest going about it.
Porschia: I think all of that is great information for people to know. Dr. Carroll, you talk about leadership shifts within generations. Tell us more about that.
Dr. Carol: Yeah. We’re in the middle of a leadership shift right now when it comes to, as I said, right now, more CEOs and leaders are in the Gen X category, but we’re seeing more and more millennials that are in the workplace, which means that [00:29:00] how we are leading is going to have to shift.
In terms of things like hybrid work and remote work, these kind of old principles of the workplace that we’ve been holding onto the nine to five work, showing up every day putting in the extra hours, not having what I call career life alignment, more so than balance, but having this alignment between how you live your life and how you do your work.
All of those are no longer kind of hypotheticals that leaders are gonna maybe explore or think to explore. But the realities that they’re going to have conversations about, and not through the lens of how they’ve done it, but through the lens of where we’re moving and at the workforce that we have coming ahead of ourselves, what do they need in order to be sustainable and to stay?
So there is succession planning so that someone is there beyond two to five or six years, but they actually are feeling. A commitment to be able to work in that organization because they feel valued and heard. So what [00:30:00] I mean by the leadership shift is that because of the shifting populations that are coming in the workplace, that the way that we do leadership is going to have to change.
It absolutely has to change this industrial age dehumanized approach to just work as opposed to focusing on the workers and having a more human-centric approach that we need to start having today. That has going to, it has to change. Like I said, next year, 75% of the workforce are gonna be millennials.
And if you don’t wanna keep spending hundreds of thousands of dollars recruiting, hiring, recruiting, and hiring, because your retention rates are so high, then you’re gonna have to see that this is not just that this is the business case, that it’s not, the revenue is tied to how you are managing your human capital and how you are leading that next generation.
Porschia: Great information. Dr. Carol, tell us more about your business.
Dr. Carol: Yeah, so we [00:31:00] are a leadership development, executive coaching and talent optimization firm. And we prioritize ourselves. We focus on a methodology that I call people forward innovation. And what we know is at the intersection of culture, team and leader people are squarely in the middle of it.
In order for organizations to have greater engagement, to have greater retention and profitability, that at those levels they have to center a people forward innovative solution. And so that’s what we do with organizations. So we do that through executive coaching leaders and emerging leaders. We create programs for next gen leaders to be able to help them to be able to be successful in that regard.
And we also do work group and team development to make sure that teams are functioning effectively. Cross collaboratively so that they’re able to move business agenda forward. And we also do some culture change work. And one of the principles that I use a lot is psychological safety. So we is grounded in [00:32:00] Edmondson’s work, Amy Edmondson’s work on psychological safety.
And so we do a lot of that to try to help create cultures in which is safe for these type of conversations and changes to take place within organizations.
Porschia: It sounds like amazing work and we’ll review providing a link to your website and other social channels in our show notes so people can find you online.
But what is the best way for someone to get in touch with you?
Dr. Carol: Yeah, I think I’m always on LinkedIn, so if you wanna find a connect with me on LinkedIn, please come check me out there. But if you start at my website, that’s a great place to start because all of the other links are right there to be found too.
Find some of the, we do articles on LinkedIn as well as a very active blog. And so we are always trying to stay at the cutting edge of the future of work and make sure that information is readily available that really help leaders excel and operate at their highest level. Perfect.
Porschia: So now I wanna ask you our [00:33:00] final question that I ask all of our guests.
How do you think executives or professionals can get a positive edge in their career?
Dr. Carol: I think there’s two things. I think understanding the impact that you wanna make in the world. I think it’s an important thing that we reconnect to a value driven proposition on the work that we do, and understanding how you authentically bring something uniquely to the table that supports that impact.
Because that’s the differentiation that you bring. And so to advance in your career, to advance in your leadership, to make an impact in the world, you wanna know what that is, how to articulate that, and how to demonstrate that both in your digital footprint as well as in the work that you do in the world.
Those are the two things I would recommend.
Porschia: Those are some great things. And Dr. Carroll, you’ve shared a lot of insights with us today, and I’m sure that our listener can use it. To be more [00:34:00] confident in their careers. We appreciate you being with us.
Dr. Carol: Fabulous conversation. Thank you.
Porschia: This episode was brought to you by the Brave Bird Career Alliance, the go-to membership designed for seasoned executives and ambitious professionals with everything you need for career planning. Strategy, training and support. Thank you again for listening to the Career 1 0 1 podcast. I hope you have at least one key takeaway that you can use in your own career.
If you enjoyed hanging out with us, please rate, subscribe, and share this podcast. Until next time, here’s to your success.
