If Gen Z needs AI to speak to colleagues, maybe it’s not them who’ve lost the plot
Summary
Deborah Hartung argues that Gen Z’s use of AI to prepare for workplace conversations is not evidence of fading social skills but a rational adaptation to a performative and often unsafe workplace culture. Citing a study of 1,000 Gen Z workers (almost half use AI to prep for professional chats), Hartung suggests younger employees are trying to avoid humiliation in environments that reward polished performance over authentic contribution.
The article reframes the problem as cultural and managerial: decades of valuing impression management, devaluing mentorship, and rewarding the loudest voices have produced anxiety. Hartung proposes practical fixes for leaders: model real conversations, set up mentorship and reverse-mentorship, design small genuine connection spaces, train managers to coach not command, and make psychological safety a daily practice. Crucially, AI is framed as a tool for rehearsal — not the root problem.
Key Points
- Nearly half of Gen Z workers reported using AI to prepare for professional conversations; a third used AI-generated ice-breakers (study of 1,000 Gen Z workers).
- Gen Z grew up under social media scrutiny and cancel culture, making them hyper-aware of how they present themselves.
- Workplace cultures reward performance and conformity (‘professionalism’) more than competence and authenticity, creating anxiety.
- Leaders should model vulnerability — admit uncertainty and mistakes — to normalise authentic interactions.
- Create two-way mentorship and reverse-mentorship to share interpersonal skills and digital fluency across generations.
- Upskill managers in coaching, curiosity and active listening to reduce power imbalances that drive over-rehearsal.
- Psychological safety must be practised daily and factored into how we define high performance.
- AI is a rehearsal tool; the systemic issue is a broken culture that penalises imperfection, not the tech itself.
Why should I read this?
Quick and punchy: this isn’t a blame game. If you manage people, this piece saves you time — it explains why younger colleagues lean on AI and gives concrete, practical steps to fix the real problem: your culture. Read it if you want fewer rehearsed answers and more honest conversations in your team.
Context and Relevance
This article lands at the intersection of three trends: rapid AI adoption as a personal assistant, rising workplace anxiety about judgement and reputation, and renewed focus on psychological safety. For HR, people leaders and line managers, it’s a reminder that tools change but the need for better leadership and everyday practices remains constant. Implementing the suggested changes supports inclusion, reduces attrition risk and helps organisations get real value from diverse talent rather than polished performance alone.
Author note (style)
Punchy and direct: Hartung forces leaders to look in the mirror rather than point at a generation. If you care about practical culture change, the argument is urgent — not alarmist. The piece is especially useful for managers who need simple, actionable levers to make meetings and day-to-day interactions safer and more authentic.
