What we covered in our chat
In this episode of the Well Workplaces podcast, I sat down with Cherie Mylordis, work futurist, leadership coach and founder of NextGenify to explore the emerging concept of conscious unbossing. With decades of experience in global change management, Cherie brings a unique perspective on how organisations can adapt to the needs of a multi-generational workforce, while preparing for the seismic shifts that will define the workplace of 2035.
For HR and people leaders, our conversation is a reminder that engaging and retaining talent, particularly Gen Z, requires more than flexible work arrangements. It requires a rethink of the role of leadership itself.
Who is Gen Z at work?
Gen Z - those currently aged 13 to 28 - are the youngest generation entering the professional workforce. Unlike previous generations, they are:
- Purpose-driven: looking for roles that align with their values.
- Exploratory: interested in diverse career paths, not just climbing a corporate ladder.
- Curious and adaptive: open to mastering new skills and shifting careers multiple times.
While this may cause some leaders to worry about turnover, Cherie argues that Gen Z’s fresh perspective is an asset. Their reluctance to pursue traditional “boss” roles is less about entitlement and more about challenging outdated hierarchies that no longer suit today’s workplaces.
If you’re wanting to learn more about how to support Gen Z in the workforce, last episode we spoke with Dr. Natalie Flatt about the mental health needs of this generation.
What is conscious unbossing?
Conscious unbossing is a movement sparked by research showing that younger professionals are less interested in becoming managers in the traditional sense. Rather than aspiring to authority and control, they want leaders to:
- Coach, not command
- Enable, not instruct
- Inspire, not micromanage
This shift reflects a broader need to question 100-year-old organisational structures. Instead of rigid hierarchies, Cherie shared that organisations need dynamic, purpose-driven environments where employees at all levels feel trusted and empowered to contribute.
The “3D” Framework for leaders
Cherie shared a practical framework for HR and managers to adopt unbossing in their teams:
- Dare – Set a bold, transformative purpose that is alive in daily decisions and aligned with both organisational and personal values.
- Ditch – Let go of outdated practices, processes, or meetings that waste time and drain energy. Gen Z in particular bring a valuable “beginner’s mindset” to challenge norms.
- Dial – Amplify better ways of working by showing up as a coach. Provide clarity on direction, open up problem-solving to teams, and encourage innovation through complex challenges.
Creating meaningful employee rituals
Retention is a known challenge with Gen Z, but Cherie highlighted that rituals matter across the employee lifecycle. Onboarding experiences should make employees feel genuinely welcomed, while thoughtful exit rituals, such as personalised farewells or symbolic gifts help keep the door open for “boomerang” talent to return later with new skills.
Looking ahead to 2035
When asked about the future of work, Cherie painted a picture of autonomous, self-organising teams, fewer management layers, and radical transparency balancing radical autonomy. Purpose will remain central, and human skills like creativity, critical thinking and complex problem-solving will be more valuable than ever alongside AI and emerging technologies.
For HR leaders, this means moving away from monitoring hours and towards measuring value and outcomes. The workplace of the future won’t reward presenteeism, it will reward contribution and impact.
Final Thoughts
It was interesting to hear Cherie’s perspective that leadership is shifting from control to coaching. Gen Z may be accelerating the conversation, but unbossing isn’t just about one generation, it’s about creating healthier, more future-fit workplaces for everyone.
For HR and people leaders, the takeaways are:
- Consider outdated hierarchies.
- Anchor everything in purpose.
- Empower employees to contribute in new and meaningful ways.
Written by Tom Bosna
August 2025