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I spend most days in rooms where four generations argue about the same spreadsheet. Boomers, Gen X, millennials, and Gen Z staff the same executive teams, often guided by directors from a fifththe Silent Generation. Four different eras, four different mental operating systems, one quarterly earnings call. When leaders tell me, Weve got a generation problem, what they usually have is a self-awareness problem. A widely cited review of so-called generational differences at work found that many popular stereotypes dont hold up very well when you look at actual data on values and attitudes. At the same time, more recent research shows that age-mixed teams can outperform when leaders handle the friction with care. So, the data tell us two things at once: People from different birth years are less alien than weve been told, and they can be a strength or a liability depending on how leaders show up. After three decades recruiting and coaching leaders, Ive learned a simple rule: What you can see, you can shape. What you cant see quietly shapes you. How our eras built our habits Im a boomer. I grew up on a steady diet of show up early, stay late, say yes, sir. That wiring served me well in my time at the White House and later in boardrooms. It also produced a habit that took me years to spot: the urge to please. In hard conversations, Id soften the edges. Add extra words. Smooth things over. Younger colleagues didnt experience that as kindness. They experienced it as dodging. They wanted clarity, not choreography. Psychologist Jean Twenge, in her book Generations, shows how each cohorts habits grew out of the era that raised them: boom-time expansion, layoffs and divorce, student debt and purpose-driven careers, social media and permanent comparison. None of that is virtue or vice. Its conditioning. Trouble comes when we treat our conditioning as the gold standard and everyone elses as a flaw. The most freeing move Ive made as a leader was saying to myself, My boomer urge to be agreeable is watering down the truth. Once I named it, I could do something about it. A good first question for any leader is small and uncomfortable: What do people my age regularly praise me for that might secretly be wearing my team out? When senior leaders look in the mirror This isnt just a mid-career problem. Senior leaders wrestle with it too. Elon Musk, a Gen Xer, has spoken openly about his pathologically optimistic timelines. That belief that nearly anything is solvable with enough grit, iteration, and contrarian thinkingis one of the hallmark traits of the Generation X worldview. For Elon, is has helped drive rockets, electric cars, and ambitious AI projects, and it has also pushed employees into impossible deadlines when reality didnt cooperate. A classic boomer, Jamie Dimon, notes that his vigilance on risk is a strength, and he knows it can land as sharp or impatient in the room. Warren Buffett has explained in shareholder letters that his strong loyalty to managers sometimes kept him from moving fast enough to replace them when performance lagged. These leaders didnt erase their blind spots. They acknowledged them, adjusted, and built teams that were allowed to tell the truth back to them and accelerated performance and massive shareholder value creation. The same move is available to the rest of us. Caricatures versus real people Generational caricatures are easier than real work. Boomers as workaholics. Gen X as cynical. Millennials as needy. Gen Z as fragile. They make for good jokes; they make for bad leadership. A study of multigenerational teams found that most friction comes from mismatched assumptions about communication, career speed, and feedback, not from wildly different values. That lines up with what I see in succession conversations: People want to grow, feel useful, and be treated fairly, regardless of their birth year. They simply learned different ways to signal those desires. You dont need a grand theory to lead through that. You need a few habits that make your own lens visible to you and to others. 5 small moves to shrink the ‘generation gap’ Heres a list I often give to CEOs who are tired of the generational blame game: Run a shadow meeting review once a month. After a key meeting, ask one person whos at least 15 years older or younger than you: Walk me through how that meeting felt to youwhat landed, what didnt? Listen without defending. Add a two-question feedback round every quarter. Ask your direct reports: Whats one thing I should keep doing? Whats one thing I should adjust? No surveys. Just live conversation. Pair up for reverse mentoring. Invite a younger colleague to teach you one digital habit or collaboratio tool they rely on. In return, offer one story about a time you failed and recovered. Research on reverse mentoring points to gains on both sidesskills and understanding grow together. Narrate your intent. In tense moments, say aloud what youre trying to do: Im pushing hard here because Im worried about risk, or Im being quiet here because I want to hear others first. Youll be surprised how much misreading that removes. Pick one generational habit to bend. A Silent-era or boomer leader might deliberately leave the office on time twice a week and invite a younger colleague to walk out with them. A Millennial or Gen Z leader might choose one meeting a day where the laptop stays shut and the phone stays face-down. None of that requires a task force. It does require an honest look in the mirror. The real bridge across generations When leaders learn to notice their own blind spots and talk openly about them, something changes in the room. Silent-era steadiness calms Gen Z anxiety. boomer grit reinforces Millennial desire for purpose. Gen X realism ties these temperaments together. The bridge is not another app, policy, or slogan about generations. The bridge is a leader willing to see themselves clearly and invite others to do the same.
Category:
E-Commerce
Instacarts artificial intelligence-enabled pricing may be increasing the cost of your groceries by as much as $1,200 a year, according to a new study published on Monday. Instacart is an online grocery delivery and pickup service that allows customers to order groceries from local stores by using its technology platform, via app or its website, and then fulfills those orders through a personal shopper. The investigation from Consumer Reports and Groundwork Collaborative, a progressive policy group, found that some identical products were priced differently from one customer to the nextsometimes by as much as 23%. One company executive reportedly called the tactic smart rounding in an email between Instacart and Costco that Consumer Reports says was inadvertently sent to the magazine by Costco. The findings are based on data from 200 volunteers who checked prices on 20 items, in four cities, and found a difference in about 75% of those items in some of the biggest grocery and big-box retailers, including Costco, Kroger, Safeway, Sprouts Farmers Market, Albertsons, and Target. (Prices for the same products varied from as little as 7 cents to $2.56 per item.) Instacart, which previously disclosed its pricing experiments in corporate marketing and investor materials, said its shoppers are not aware that theyre involved in an experiment, but said the resulting price differences are small and negligible. “These tests are not dynamic pricingprices never change in real time, including in response to supply and demand,” an Instagram spokesperson told Fast Company. “The tests are never based on personal or behavioral characteristicsthey are completely randomized.” Instacart said the stores control the prices, and they work closely with them to align online and in-store pricing, wherever possible. “Each retailers pricing policy is displayed on their Instacart storefront, so customers always know when prices may differ from in-store and can easily compare prices across retailers before checkout,” the spokesperson added. “Just as retailers have long tested prices in their physical stores to better understand consumer preferences, a subset of only 10 retail partnersones that already apply markupsdo the same online via Instacart. These limited, short-term, and randomized tests help retail partners learn what matters most to consumers and how to keep essential items affordable.” As a result, a customer may see slightly lower prices on family staples such as milk or bread, and slightly higher prices on less price-sensitive products like craft beverages or specialty snacks, Instacart said.
Category:
E-Commerce
They look like ordinary basketball courts. But two new courts built next to public housing in New York City double as flood prevention. In a sudden flash floodwhen the citys aging sewer system can easily become overwhelmed and streets can fill with waterthe sunken basketball courts act like retention basins. The design can hold as much as 330,000 gallons, with the courts lowest areas filling like a pool and additional water stored in bioretention cells beneath the surface. [Photo: courtesy Grain Collective] The project becomes like a sponge, which basically holds the water as much as it can, says Runit Chhaya, principal at Grain Collective, a landscape architecture firm that worked on the design with city agencies, local residents, engineers from Hazen and Sawyer, and the urban planning firm Marc Wouters Studios. It helps in not putting stress on the city storm system during a flood event. [Image: courtesy Grain Collective] The redesign is part of a larger program that began in 2017, when the New York City Department of Environmental Protection drew inspiration from the way that low-lying cities like Copenhagen were dealing with “cloudbursts” of extreme rain. Climate change is making heavy storms more likely because warmer air holds more moisture, loading clouds with extra water. Its an even bigger challenge in cities like New York that are covered in pavement and that have combined sewer systems, meaning a single system handles both household sewage and stormwater. [Photo: courtesy Grain Collective] As the city looked for ways to capture stormwater, public housing sites presented an opportunity. “NYCHA is unique in having large pieces of property within very dense neighborhoods that provide the opportunity to mitigate stormwater overflows in a way that most properties do not,” says Siobhan Watson, vice president of sustainability at the New York City Housing Authority (NYCHA). There was also an opportunity to improve public space. The design team worked closely with NYCHA residents, emphasizing that the project wasn’t just about climate change. “It’s very hard to go to these communities and just start talking about climate change and flood protection because they are thinking about basic needs and we are talking about infrastructure they didn’t even ask for,” says Chhaya. “So you kind of change the storyand it’s an honest story that, hey, it’s actually a win-win situation. You’re going to get an upgraded amenity.” At South Jamaica Houses, an apartment complex in a low-lying, flood-prone neighborhood in Queens, the project replaced two older basketball courts with the new sunken design. The courts are now surrounded by steps so spectators can watch a game or casually hang out. The space is also designed to be used for other purposes, like a summer movie night or farmers market. [Photo: courtesy Grain Collective] During storms, rain from nearby streets is channeled through pipes into bioretention areas beneath the basketball courts. The courts, which are roughly three feet deep, also can hold up to a foot of water in areas and then slowly release it. Most of the stored water seeps underground in the 48 hours after a storm. If the subsurface storage is full, a valve allows the rest of the water to overflow to the sewer only when there’s capacity. The inspiration came from similar designs in Europe, including a “watersquare” in Rotterdam that functions as public space most of the time but captures water in heavy storms. The projects are an investmentthe first system at South Jamaica Houses cost around $5 millionbut could help prevent more costly damage. [Photo: courtesy Grain Collective] When planning first began, the city was thinking about long-term resilience. “At the time, we had not really experienced these kinds of extreme rains that we’ve seen over the past few years,” says Watson. “And over the course of time as this project has been developed, the context has totally changed.” The city has now seen storms like Hurricane Ida, in 2021, where extreme, sudden rain caused severe flooding and killed 11 people living in basement apartments. Ida showed the danger is real and urgent, underscoring the need for projects like the new courts. Now, New York City is moving forward with more of the infrastructure at other public housing around the city. At a complex called Jefferson Houses, a new playground under construction uses permeable pavers to channel rainwater into underground storage tanks. Another basketball court is set to begin construction at Clinton Houses, and other projects are in the design phase now at four other sites.
Category:
E-Commerce
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