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Culture &amp; Workplace

Culture &amp; Workplace Archives

Culture &amp; Workplace | SUCCESS | What Achievers Read

<p>America’s love affair with work runs deeper than productivity. In a country where suburban sprawl and commercial zoning have pushed out gathering places like public squares, diners and barbershops, the workplace has filled that void.&nbsp;</p>



<p>For many Americans, the office isn’t just where they earn a living—it’s where they find community, <a href="https://successcom.wpenginepowered.com/how-to-separate-your-work-from-your-identity/">identity</a> and meaning. The problem? <a href="https://www.gallup.com/workplace/645566/employees-worldwide-feel-lonely.aspx" target="_blank" rel="noreferrer noopener">Work wasn’t designed</a> to carry that weight. </p>



<p>Experts say relying on the workplace as our default third space might be doing more harm than good, but a focus on community could reverse this trend.&nbsp;</p>







<h2 class="wp-block-heading" id="h-what-are-third-spaces-and-why-are-they-vanishing">What are third spaces and why are they vanishing?</h2>



<p>The term “<a href="https://www.pps.org/article/roldenburg" target="_blank" rel="noreferrer noopener">third space</a>” was coined by sociologist Ray Oldenburg to describe informal gathering places that exist outside of the home (first space) and work (second space). These spots–cafés, libraries, parks and pubs–serve as neutral zones where people of all backgrounds can connect and unwind. In many countries, third spaces are baked into daily life. </p>



<p>Paris has its cafés. Seoul has its jjimjilbangs. Copenhagen has its corner coffee shops and design-forward public libraries. However, in the U.S., those spaces are becoming increasingly scarce. Zoning laws, car-centric infrastructure, rising rents and the privatization of public space have all chipped away at our third-space infrastructure. “We want to be insulated. We want to be in our little cocoon and not have that bigger interface,” says Brad Cornelius, a senior urban planner and vice president at Wade Trim Inc. “That’s where I think that change has happened.”</p>



<h2 class="wp-block-heading" id="h-why-the-office-became-america-s-default-third-space">Why the office became America’s default third space</h2>



<p>As <a href="https://www.brookings.edu/articles/building-inclusive-and-healthy-neighborhoods-block-by-block/" target="_blank" rel="noreferrer noopener">traditional gathering spaces declined</a>, the workplace filled that gap for many people—sometimes intentionally, often by default. Company lounges, lunchrooms and Slack threads became places for casual conversation. Work-sponsored outings replaced civic clubs. Even coworking spaces like <a href="https://successcom.wpenginepowered.com/classpass-wework-workspace-partnership/">WeWork positioned themselves as community hubs</a>. Remote workers now find connection through digital coworking rooms and Slack channels. </p>



<p>For many, it’s become the only consistent space for casual social interaction. “[People] build this whole identity around work as their third space, because if they can grow that space, they have a sense of self,” says Dr. Dominique Pritchett, a licensed therapist and organizational wellness consultant. “And so when that is in chaos, that’s where we see a lot of people struggle with crisis of identity.”</p>



<h2 class="wp-block-heading" id="h-the-risks-of-work-as-your-third-space">The risks of work as your third space</h2>



<p>When connection and identity are tied to a paycheck, the sense of belonging becomes fragile. If a <a href="https://successcom.wpenginepowered.com/rebuilding-trust-after-layoffs/">layoff</a>, team reorganization or toxic dynamic enters the picture, the loss reverberates far beyond a professional setback. “If our third space is tied to work, that means the labor that we’re putting in is not just intellectual, physical—it’s emotional labor,” says Pritchett. “It can be so darn exhausting that [people] burn out. We see the lack of morale, the increased stress, lack of productivity—which all contradicts a place where we say we want to be included, belong and have community.”</p>



<p>Pritchett also warns against the language some organizations use to deepen this dependency —especially phrases like “we’re a family here.” While intended to promote unity, this type of language can blur the boundaries between professional obligations and personal identity. It subtly pressures employees to prioritize loyalty and emotional investment in ways that may not be reciprocated. “Employers—no, I know employers—need to be very mindful of creating that whole workplace family thing… That right there blurs the lines… belonging is controlled in that instance.”</p>



<h2 class="wp-block-heading" id="h-what-we-re-losing-when-third-spaces-disappear">What we’re losing when third spaces disappear</h2>



<p>Third spaces have always played a bigger role than we give them credit for. They foster casual interactions between people who might not otherwise cross paths. They help neighbors become friends. They give rise to volunteer groups, book clubs and impromptu jam sessions. But these spaces are increasingly rare. “They don’t care about the larger community,” Cornelius says of many developers. “They care about getting the highest price, the highest return on whatever they’re building.” The result? Fewer accessible gathering places—and a public culture that prizes privacy over participation.</p>



<h2 class="wp-block-heading" id="h-rebuilding-third-spaces-one-city-or-neighborhood-at-a-time">Rebuilding third spaces—one city (or neighborhood) at a time</h2>



<p>Still, some cities are fighting back. “The best thing I think local governments can do to help turn that really is get back to this idea of investing in parks and open spaces and gathering,” Cornelius says. He points to a zoning overhaul in Citrus County, Florida, that now requires developers to include public gathering areas—privately owned but open to the public for events. “They’re not going to be the European plazas… but it will be open community, communal spaces.”&nbsp;</p>



<p>He emphasizes the importance of reframing these requirements as good business: “I don’t sell it—‘Hey, this is a good planning thing.’ I sell it and say, ‘This is a good development thing and this will make your development more attractive.’”</p>



<h2 class="wp-block-heading" id="h-can-individuals-help-recreate-third-spaces">Can individuals help recreate third spaces?</h2>



<p>While governments shape policy, Cornelius believes people drive <a href="https://successcom.wpenginepowered.com/jairek-robbins-on-the-importance-of-building-a-community/">true community</a>. “We just have to get those people out there, those leaders out there to be the ones that say, ‘Come, follow me. Let’s have this other place where we can get together as a community.’” He highlights the Royal neighborhood in Sumter County, Florida, a historically Black community that continues to thrive through regular gatherings in parks, churches and shared spaces. “They have a third space… They actually have more than one.”</p>



<p>Pritchett agrees and encourages people to look beyond digital connections. “We are so engulfed in technology that we forget what a third space can actually look like and feel like,” she says. “Going to your community events, going to spiritual spaces, back to barbershops… just getting back to something traditional.”</p>



<p>She also encourages a mindset shift: “Something that we can intrinsically do is redefine our sense of self-worth. So often we lead with, ‘Oh, what do you do?’ And that becomes our identity. So kind of doing some self-guidance or self-work to redefine your worth.”</p>



<p>As the boundaries between personal and professional lives continue to blur, it’s easy to let <a href="https://esl.uchicago.edu/2023/11/01/third-places-what-are-they-and-why-are-they-important-to-american-culture/" target="_blank" rel="noreferrer noopener">work stand in for everything else</a>. But real community—the kind that sustains us through career shifts, personal changes and life transitions—needs space to breathe outside the office. Reclaiming third spaces doesn’t always require grand city planning or corporate strategy. It begins when someone decides to show up, to gather, to create room for connection with no strings attached. In doing so, we make space not just for others, but for ourselves.</p>



<p class="has-small-font-size"><em>Photo by Jacob Lund/Shutterstock</em></p>

With cafes and public squares fading, Americans seek belonging at work. But is the office really built to be our third space?

With cafes and public squares fading, Americans seek belonging at work. But is the office really built to be our third space? | SUCCESS

America Doesn’t Have Third Spaces—So We Turned to Work

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America Lacks Third Spaces—So We Turned to Work | SUCCESS

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AI &amp; Technology

AI &amp; Technology Archives

AI &amp; Technology | SUCCESS | What Achievers Read

<p>In 2024, accounting software provider <a href="https://futurism.com/the-byte/sage-accounting-firm-ai-financial-records" target="_blank" rel="noreferrer noopener">Sage paused its generative AI assistant</a> after users reported it had leaked sensitive financial data between accounts. Though it was meant to <a href="https://successcom.wpenginepowered.com/ai-tools-for-small-business-growth/">streamline small business operations</a>, the tool instead spotlighted how fragile compliance can become when oversight fails.</p>



<p>Everyone’s racing to adopt AI—but organizations should first stop to ask how to manage it safely. </p>



<p>Here are the risks companies should ignore when adopting AI and what they need to know as they adopt it.</p>







<h2 class="wp-block-heading" id="h-what-happens-when-ai-becomes-your-next-hire">What happens when AI becomes your next hire?</h2>



<p>Microsoft’s Future of Work report highlights a pivotal shift: AI agents are no longer just tools—they're digital colleagues. <a href="https://www.microsoft.com/en-us/worklab/work-trend-index/the-future-of-work" target="_blank" rel="noreferrer noopener">The report predicts</a> that AI agents will soon be “managed” like employees, performing tasks autonomously while still requiring human oversight.</p>



<p>That changes everything. If an AI agent makes a mistake, who owns it? Who’s responsible?</p>



<p>“The onus is first on the organization to establish compliance principles and governance principles… not a regulatory framework,” says Reena Richtermeyer, a partner at CM Law who advises clients on AI governance.</p>



<p>She also emphasizes that internal structures—not just external laws—determine how safely AI is deployed. And right now, she adds, those structures are often missing or incomplete.</p>



<h2 class="wp-block-heading" id="h-governance-by-guesswork">Governance by guesswork</h2>



<p>AI can start out as helpful, but it may quietly become a liability if no one’s paying attention. Because of this, a human still needs to manage AI’s training and implementation.</p>



<p>“Someone is training those models.… There’s some, I think, accountability in the training of the agents,” says Carolyn Troyan, CEO of <a href="https://www.leadership-360.org/" target="_blank" rel="noreferrer noopener">Leadership 360</a>, who works with companies that are navigating workforce transformation. “And then I think it’s accountability on the leader and how they’re using those agents in the most effective way possible.”</p>



<p>That dynamic—leaders managing software that makes decisions—means supervision starts long before rollout. “Stakeholders need to be at the table with the engineering team or whoever’s implementing the AI solution at the beginning,” Richtermeyer says, “so that the goals, anticipated outcomes and oversight [are] happening at that point.”</p>



<p>But most organizations aren’t there yet. A <a href="https://home.kpmg/xx/en/home/insights/2024/ai-readiness-index.html">2023 survey by KPMG</a> found that just 6% of organizations report “having a dedicated team in place for evaluating risk and implementing risk mitigation strategies as part of their overall generative AI strategy.”</p>



<p>Katrina Young, a digital transformation consultant, says that the ethical layer is especially easy to overlook. “It’s understanding the cultural and ethical oversight without having a human in the loop… making sure that they’re continuously maintained and updated.”</p>



<h2 class="wp-block-heading" id="h-when-ai-goes-wrong-in-public">When AI goes wrong in public</h2>



<p>Some companies are learning these lessons the hard way. Klarna, a Swedish fintech company, made global headlines in 2024 when it <a href="https://www.cxtoday.com/crm/klarna-is-all-in-on-ai-plans-to-slash-workforce-in-half/" target="_blank" rel="noreferrer noopener">replaced 700 customer service reps with an AI assistant</a> powered by ChatGPT. At the time, this sounded like a smart way to boost productivity—but didn’t take long for customers to voice their frustration. Many said the AI assistant wasn’t solving their problems. Because of this, <a href="https://gizmodo.com/klarna-hiring-back-human-help-after-going-all-in-on-ai-2000600767" target="_blank" rel="noreferrer noopener">Klarna reversed course</a> and began rehiring human agents.</p>



<p>Young isn’t surprised. “There are no rules or guidance about it,” she says. “So the company equally would need to bring stakeholders in to understand, you know, ‘Do we have policies that are now using agents as that next step in supporting HR?’”</p>



<p>She adds that misuse, whether intentional or careless, can even cross legal lines. “I’ve seen it happen with robotic process automation… making logs of staff… activities,” she says. “It depends on the use case.… If it’s a use case for constructive dismissal, that could pose legal challenges.”</p>



<h2 class="wp-block-heading" id="h-the-rise-of-shadow-ai">The rise of shadow AI</h2>



<p>The Microsoft report also points to a trend that’s making oversight even harder: Nearly <a href="https://www.microsoft.com/en-us/worklab/work-trend-index/ai-at-work-is-here-now-comes-the-hard-part">80% of AI users</a> are bringing their tools into the workplace, a phenomenon dubbed “Bring Your Own AI.” This means AI adoption isn’t always happening at the organizational level—instead, it’s happening quietly, department by department, or even individual by individual. This can quickly turn into a nightmare for anyone who’s trying to build consistent policies across teams.</p>



<p>“We have to understand how to utilize our tools,” Richtermeyer says. “Just because we have a powerful tool doesn’t mean that we can simply say... ‘We no longer have responsibility.’”</p>



<h2 class="wp-block-heading" id="h-leadership-redefined">Leadership redefined</h2>



<p>As <a href="https://successcom.wpenginepowered.com/how-your-company-can-use-ai-productively/">AI reshapes how we do work</a>, many leaders must learn to manage technology that they don’t fully understand.</p>



<p>“I think as a leader, deciding what work can be best done by an agent versus a person is probably one of the most important skills they can learn,” Troyan says on the subject. “Co-piloting [is] needed between a human and the AI to make sure that, ethically, everything’s happening correctly… that there’s oversight.”</p>



<p>And that’s just one layer. She adds that companies should be thinking now about how automation will affect workforce development. “[What] keeps me up at night is… how are you going to train those entry-level employees… if they have no job experience?” she asks. “If that work goes away based on AI, how then do we train that next generation of workers?”</p>



<p>These blind spots aren’t just theoretical—they can hit operations hard. A <a href="https://www2.deloitte.com/content/dam/Deloitte/us/Documents/consulting/us-state-of-gen-ai-q3.pdf">2024 report from Deloitte’s AI Institute</a> stated that “organizations feel far less ready for the challenges Generative AI brings to risk management and governance—only 23% rated their organization as highly prepared.”</p>



<p>That lack of visibility can turn small mistakes into high-stakes legal exposure. Companies that don’t know what their AI is doing—or who’s monitoring it—can’t defend those outcomes after issues arise.</p>



<h2 class="wp-block-heading" id="h-responsibility-isn-t-optional">Responsibility isn’t optional</h2>



<p>Ultimately, no matter how advanced the tools get, AI systems still need human oversight.</p>



<p>“[AI] can never, ever take over,” Young says. ”We will always need human-led AI.”</p>



<p>You can’t bolt on <a href="https://successcom.wpenginepowered.com/accountability-in-leadership/">accountability</a> later. It has to be part of the system from the beginning. Companies that fail to plan for compliance now may find themselves trying to explain mistakes to regulators, customers, investors and their own employees later on—but by then, it may be too late.</p>



<p class="has-small-font-size"><em><strong>Photo by Nuva Frames/Shutterstock.com</strong></em></p>

Embracing AI agents in the workplace can open the door to ethical and operational fallout. Here are the risks companies should consider first.

Embracing AI agents in the workplace can open the door to ethical and operational fallout. Here are the risks companies should consider first. | SUCCESS

AI Is Taking Over Workplaces—Here’s the Risk Most Companies Are Ignoring

AI in the Workplace: What Are the Risks? | SUCCESS

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Trends &amp; Insights

Trends &amp; Insights Archives

Trends &amp; Insights | SUCCESS | What Achievers Read

<p>It starts with a familiar Sunday-night feeling: the inbox begins to fill, the week’s commute looms, and a quiet dread sets in. For employees at companies <a href="https://successcom.wpenginepowered.com/balancing-employee-mental-health-with-return-to-office-trends/">enforcing return-to-office (RTO) mandates</a>, that dread isn’t just about traffic—it’s about questioning whether showing up in person will really make a difference. <a href="https://www.hr-brew.com/stories/2024/10/28/hr-is-still-navigating-rto-nearly-five-years-after-the-pandemic-began" target="_blank" rel="noreferrer noopener">Many leaders hoped</a> that bringing teams back together would reignite collaboration and culture. But recent research suggests the opposite may be happening.</p>



<p>Studies from <a href="https://www.hr-brew.com/stories/2025/03/07/rto-mandates-are-not-leading-to-more-collaboration-connectivity-or-innovation?mbcid=39349089.6153&amp;mblid=34d1373117dd&amp;mid=9fe898f95f027fcf2feada24447fc66c&amp;utm_campaign=hrb&amp;utm_medium=newsletter&amp;utm_source=morning_brew" target="_blank" rel="noreferrer noopener">HR Brew</a> and <a href="https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/returning-to-the-office-focus-more-on-practices-and-less-on-the-policy" target="_blank" rel="noreferrer noopener">McKinsey</a> show that blanket RTO mandates haven’t improved innovation or team connection, and in some cases, they’ve weakened morale and increased attrition. The issue isn't just about where work happens, but how much trust and autonomy employees are given.</p>



<p>“Morale, culture, trust, I mean, all of it is eroded because it's really about creating a meaningful employee experience…,” says Anu Mandapati, CEO of Qultured. “When we're rigid, when we create these types of RTO mandates, that means that we're not really focusing on creating an employee experience that’s actually benefiting employees.”</p>



<p>Here’s why return-to-office mandates aren’t boosting <a href="https://successcom.wpenginepowered.com/productivity-hacks/">productivity</a> and what organizations can do about it.</p>







<h2 class="wp-block-heading" id="h-the-gap-between-expectation-and-reality">The gap between expectation and reality</h2>



<p>Companies pushing rigid in-office <a href="https://www.hrdive.com/news/rto-mandates-lead-to-brain-drain-attrition/734989/" target="_blank" rel="noreferrer noopener">mandates are seeing more resignations, particularly from women, senior staff, and top performers with in-demand skills.</a> While some executives see return-to-office as a way to boost accountability, <a href="https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/returning-to-the-office-focus-more-on-practices-and-less-on-the-policy" target="_blank" rel="noreferrer noopener">McKinsey's research</a> warns that too much rigidity may cost companies their most valuable asset: people.</p>



<p>Generational expectations are also at play. <a href="https://www.deloitte.com/global/en/issues/work/content/genz-millennialsurvey.html" target="_blank" rel="noreferrer noopener">Many Gen Z and Millennial workers</a> spent the early years of their careers proving they could deliver without the commute, the cubicle, or the 9-to-5. To them, flexibility isn’t a perk. It’s the foundation. So when companies pull that rug out from under them, it doesn’t feel like a culture reset but a step backward.</p>



<p>"I feel like I'm extremely more productive when I work from home on my work-from-home days, and I see it in the staff too," says Brittany Truszkowski, COO of Grand Canyon Law Group. "We really try to measure results versus hours in front of a computer, and I think the staff appreciates it."</p>



<h2 class="wp-block-heading">Why flexibility beats rigidity</h2>



<p>If rigid mandates feel outdated, that’s because they are. The smartest companies aren’t just calling people back—they’re calling for nuance. <a href="https://www.businessinsider.com/jpmorgan-return-to-office-mandate-tech-talent-2025-2" target="_blank" rel="noreferrer noopener">Flexibility doesn’t mean chaos</a>; it means intentionality. It means designing work models that make sense for the teams doing the work.</p>



<p>“I think we really need to be solving for creating meaningful connection and engagement…,” says Anu Mandapati, CEO of Qultured. “Providing that kind of support to really help integrate someone and feel connected, not feeling isolated, really made a difference, and that they were invested in me.”</p>



<p>Instead of blanket rules, companies leading the way are handing decision-making to the people closest to the work. Databricks, for instance, focuses on “moments that matter”— like project kickoffs or offsite planning — rather than arbitrary office quotas.</p>



<p>What works across these case studies is simple: clarity, collaboration, and trust. Companies that clearly communicate why they want people in person, invite <a href="https://successcom.wpenginepowered.com/feedback-take-it-or-leave-it-but-dont-defend-yourself-against-it/">feedback</a>, and give teams room to adjust—those are the ones retaining top talent and fostering real collaboration.</p>



<p>Flexible work, done right, isn’t about appeasement. It’s about performance. It’s about giving people what they need to deliver their best work without burning out.</p>



<h2 class="wp-block-heading">Finding the balance</h2>



<p>There’s <a href="https://www.businessinsider.com/rto-mandate-wfh-breaking-employer-boss-worker-trust-2025-1" target="_blank" rel="noreferrer noopener">no one-size-fits-all solution</a>, and that’s precisely the point. Leaders who default to rigid policies often miss the opportunity to create workplace environments that work for everyone. The best results aren’t coming from mandates; they’re coming from conversations.</p>



<p>“The key is to ensure…active executive engagement and a…. rebranding of what they do and how they do it…,” Carter advises. “The way to ensure this is active executive support…and alignment, HR-backed policy and procedure, and really emphasizing… employee autonomy, wellbeing, and performance.”</p>



<p>Mandapati echoes the importance of listening and clarity during culture shifts. “This is really about listening to what employees need, and…making sure that it is a continuous strategy—not a one-time, one-and-done listening tour…,” she says. “When you're clear in that communication, it's really going to be helpful for people to actually feel that they're listened to, that they're valued, and know that we can actually shift as we need to.”</p>



<p>This isn’t about abandoning offices—it’s about reimagining their role. When leaders prioritize intention over obligation and view flexibility as a strategic asset, they don’t just hold onto talent—they unlock it. Because at the end of the day, great work doesn’t come from where people sit. It comes from how empowered they feel to do it.</p>



<p class="has-small-font-size"><strong><em>Photo courtesy of Face Stock/Shutterstock</em></strong></p>

Learn why return-to-office mandates don't always help productivity and explore how companies can shift to more flexible practices instead.

Explore how companies can shift to more flexible practices instead.

Return-to-Office Mandates Don’t Boost Productivity | SUCCESS

Why Return-to-Office Mandates Aren’t the Productivity Boost Leaders Think They Are

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<p>For many early-career professionals, the sound of a ringing phone sparks more dread than urgency. Faced with the unexpected pressure of a live conversation, some freeze, let the call go to voicemail or scramble to respond by text instead. </p>



<p>As Gen Z enters the workforce, a quiet but consequential shift is taking place: More young employees are avoiding phone calls altogether—and it’s starting to affect the workplace.</p>



<p>A growing number of career coaches and workplace leaders say that phone anxiety, or “<a href="https://www.umass.edu/uhs/news/student-student-terrors-telephobia" target="_blank" rel="noreferrer noopener">telephobia</a>,” is creating a new kind of communication gap, one that’s affecting interviews, collaboration and client-facing roles. While previous generations were expected to pick up the phone without hesitation, Gen Z’s digital upbringing has primed them for a different rhythm rooted in written exchanges and asynchronous replies.</p>



<p>Here’s what you need to know about telephobia, Gen Z’s newest career anxiety.</p>







<h2 class="wp-block-heading" id="h-how-phone-anxiety-is-playing-out-in-the-workplace">How phone anxiety is playing out in the workplace</h2>



<p>“I do have an aversion to talking on the phone. I much prefer texting, emails or even video calls with the camera on where you can see the other person,” says Sam Cooper, a Gen Z founder of a U.K.-based digital marketing agency. “My main aversion to phone calls is how anonymous they are.… You can’t read the body language of the person you’re talking to.”</p>



<p>But this discomfort isn’t limited to entrepreneurs. Zoe McCarty, a receptionist and social media manager in the U.S., says that phone anxiety was one of her biggest hurdles when starting her job. “I was scared to even answer a phone call when I got it—or even make a phone call,” she says. “It just felt like I needed to have a script in my head… and you don't have time to prepare anything.”</p>



<p>These personal accounts are consistent with broader trends. A <a href="https://www.uswitch.com/media-centre/2024/04/Call-me-maybe-quarter-young-people-never-answer-phone/" target="_blank" rel="noreferrer noopener">2024 study by Uswitch</a> found that nearly a quarter of Gen Z respondents said they never answer phone calls, and 61% prefer text-based communication in nearly all scenarios. A college in the U.K. has even begun offering a “telephobia course” to help students develop the real-time <a href="https://successcom.wpenginepowered.com/communication-skills/">communication skills</a> that previous generations may have taken for granted.</p>



<h2 class="wp-block-heading" id="h-the-struggle-behind-gen-z-s-telephobia">The struggle behind Gen Z’s telephobia</h2>



<p>Psychologist and organizational wellness strategist Dominique Pritchett, Psy.D., says it’s a mistake to write off Gen Z’s discomfort as disinterest or laziness.</p>



<p>“When they face challenges with phone etiquette and real-time communication… the world is telling them they’re lazy or they’re not interested,”&nbsp; she says. “But it truly is a lack of intentional practice, a sense of emotional safety and having people model what this behavior can look like.”</p>



<p>The result is a generation arriving in the workplace with high levels of digital fluency but less experience with spontaneous verbal exchanges. For jobs where phone communication is still the norm, that skills gap can quickly turn into a performance gap, as evidenced by <a href="https://imagine.jhu.edu/blog/2023/04/18/gen-z-in-the-workplace-how-should-companies-adapt/">Gen Z’s different views of work</a>.</p>



<p>Pritchett emphasizes that their struggle isn’t just about discomfort—it’s also about a deeper issue of preparedness. “Gen Z has been raised in a digital-first environment. That means their comfort zone is often within carefully crafted messages and <a href="https://successcom.wpenginepowered.com/eventbrite-gen-z-rebrand/">curated experiences</a>,” she explains. “Real-time phone calls don’t allow for editing or delay—and that can feel overwhelming.”</p>



<h2 class="wp-block-heading" id="h-from-fear-to-fluency">From fear to fluency</h2>



<p>The good news? This is a solvable problem.&nbsp;</p>



<p>When McCarty took her current role, she received phone training that included scripts and practice scenarios. This made a huge difference for her. </p>



<p>“For a while, I did really go off a script, but it is a lot easier to talk on the phone when you don’t have a script, and you… know exactly what to say,” she says.</p>



<p>Cooper agrees that preparation and structure help. “Lots of phone calls have to be instant,” he explains. “And when they’re not planned… you have to take time out of what you’re doing at that specific time to focus, which makes it much harder to be productive.”</p>



<p>Managers who want to help can start by offering guidance rather than judgment. “We can’t expect them to adapt or change how their brain is wired based on just telling them or chastising them,” Pritchett says. Instead, she suggests a supportive approach: “modeling, mirroring and making room for mistakes. I call it the ‘triple M.’”</p>



<p>Some companies are taking note. In workplace onboarding, a few employers are incorporating call etiquette into training modules, not unlike how they address email tone or video meeting protocols. Others have begun pairing new hires with mentors who can coach them through their first few months of phone-heavy responsibilities. These small but intentional moves can dramatically reduce performance anxiety and build confidence over time.</p>



<h2 class="wp-block-heading" id="h-why-addressing-telephobia-matters">Why addressing telephobia matters</h2>



<p>Avoiding the issue won’t make it go away—in fact, it could make the problem worse. “If it’s not addressed, we see the continuation of Gen Z stress and even burnout,” Pritchett says. “It’s not just a skill gap—it’s a generational gap.”</p>



<p>Unaddressed phone anxiety may also limit Gen Z’s access to career advancement. In a hybrid world, the flexibility to switch between Slack, Zoom calls and voice calls is a soft skill that increasingly signals agility and professionalism. Roles in sales, media, health care and client services still rely heavily on phone communication, so younger workers who shy away from calls might inadvertently sideline themselves from <a href="https://successcom.wpenginepowered.com/next-generation-leader/">leadership tracks</a> or critical projects.</p>



<p>However, when companies invest in helping young workers bridge the divide, everyone benefits. “I see workplaces having better morale, better retention and even the opportunity to recruit,” Pritchett says. “Gen Z wants to know, ’Is that a place where you will [not only] accept me for who I am but [also] help me become a more functioning and productive person?’”</p>



<p>That answer might just start with a phone call.</p>



<p class="has-small-font-size"><strong><em>Photo by voronaman/Shutterstock.com</em></strong></p>

Phone anxiety is reshaping how Gen Z works. Learn why it matters, what’s behind it and how managers can help build their confidence on calls.

Phone anxiety is reshaping how Gen Z works. Learn why it matters, what’s behind it and how managers can help build their confidence on calls. | SUCCESS

Telephobia: Gen Z’s Newest Anxiety in the Workplace

Telephobia: Gen Z’s New Workplace Anxiety | SUCCESS

https://successcom.wpenginepowered.com/wp-content/uploads/2025/04/gen-z-telephobia-workplace-anxiety.jpg

a woman looking stressed while sitting at her work desk

<p>For many professionals, the ping of a work email after hours is a persistent reminder that the workday rarely ends on time. As the lines between professional and personal time continue to blur, people check messages before bed and respond to requests on weekends, rarely disconnecting from work.</p>



<p>“We’re not wired to be working 24/7; we need downtime,” says Samantha Madhosingh, Ph.D., a licensed psychologist and leadership consultant. “Our mental health requires us to be able to disconnect, to engage with other people besides... working.” </p>



<p>This constant connectivity takes a measurable toll on mental health. As burnout rates climb in the U.S., many look to international policies for solutions. Other countries like <a href="https://www.simmons-simmons.com/en/publications/ck0bdjgs8esrg0b59w3wb1nkr/110117-le-droit-a-la-deconnexion-questce-que-cest" target="_blank" rel="noreferrer noopener">France</a>, <a href="https://www.etuc.org/en/belgian-workers-win-right-disconnect" target="_blank" rel="noreferrer noopener">Belgium</a>, <a href="https://www.atlashxm.com/resources/global-right-to-disconnect-policies-work-life-balance" target="_blank" rel="noreferrer noopener">Argentina</a> and <a href="https://www.fwc.gov.au/issues-we-help/right-disconnect-disputes/what-right-disconnect" target="_blank" rel="noreferrer noopener">Australia</a> have enacted “right to disconnect” laws that seek to shield workers from being expected to answer after-hours communication.</p>



<p>This raises an important question: Could similar protections help America's increasingly tired workforce? I talked to some experts about the right to disconnect and the realities that should be considered in corporate America.</p>



<h2 class="wp-block-heading" id="h-global-implementation-of-right-to-disconnect-laws">Global implementation of ‘right to disconnect’ laws</h2>



<p>The right to disconnect isn’t a new concept. <a href="https://www.bbc.com/news/world-europe-38479439" target="_blank" rel="noreferrer noopener">France led the way</a> on this initiative in 2017 with the El Khomri law, which said that any company with more than 50 employees had to set up clear procedures for digital communication during non-working hours. The results were promising enough that <a href="https://www.atlashxm.com/resources/global-right-to-disconnect-policies-work-life-balance" target="_blank" rel="noreferrer noopener">other nations</a> quickly followed suit.</p>



<p>"Essentially, our brains need to take breaks to process the inputs that we receive every day. And when we do not get a break, our brains cannot rest and process the amount of stress that we undergo with consistent working," says Angela Williams, a licensed clinical social worker.</p>



<p>The movement expanded globally: <a href="https://theweek.com/politics/banning-emails-after-5pm-what-the-uk-can-learn-from-portugals-right-to-disconnect-rule" target="_blank" rel="noreferrer noopener">Portugal's legislation</a> prohibited employers from contacting employees after hours with penalties for noncompliance; <a href="https://www.lrd.org.uk/free-read/right-disconnect-how-does-it-work-europe" target="_blank" rel="noreferrer noopener">Ireland approved</a> a Code of Practice protecting employees from after-hours communications; <a href="https://knowledge.dlapiper.com/dlapiperknowledge/globalemploymentlatestdevelopments/2024/The-Right-to-Disconnect-in-Australia.html" target="_blank" rel="noreferrer noopener">Australia allowed </a>employees to refuse unreasonable contact outside working hours; and <a href="https://www.ontario.ca/document/your-guide-employment-standards-act-0/written-policy-disconnecting-from-work#:~:text=Only%20employers%20that%20employ%2025,it%20employs%20on%20January%201." target="_blank" rel="noreferrer noopener">Ontario, Canada</a>, was the first Canadian province to require businesses with 25 or more employees to adopt formal disconnect policies.</p>







<h2 class="wp-block-heading" id="h-work-related-stress-in-america">Work-related stress in America</h2>



<p>Even as Europe adds legal measures that help employees distance themselves from work, American workers are <a href="https://www.apa.org/topics/healthy-workplaces/workplace-burnout" target="_blank" rel="noreferrer noopener">burning out</a>. The <a href="https://www.apa.org/pubs/reports/work-in-america/2023-workplace-health-well-being" target="_blank" rel="noreferrer noopener">2023 Work in America Survey</a> reports that 77% of workers experienced high work-related stress in the last month, and 57% showed symptoms associated with workplace <a href="https://successcom.wpenginepowered.com/how-to-recover-from-burnout-and-rediscover-balance/">burnout</a>. A 2023 Pew Research Center report said <a href="https://www.pewresearch.org/social-trends/2023/03/30/how-americans-view-their-jobs/" target="_blank" rel="noreferrer noopener">55% of workers</a> surveyed responded to work emails after hours.</p>



<p>"[My] clients will often report feeling exhaustion, feeling more irritable than normal, &nbsp;having trouble concentrating on tasks at work and at home… they often report medical symptoms, such as &nbsp;chest pains, headaches, more illness," says Williams.&nbsp;</p>



<p>The financial consequences are equally concerning. A study published in the American Journal of Preventive Medicine estimates that employee burnout costs companies roughly between<a href="https://sph.cuny.edu/life-at-sph/news/2025/02/27/employee-burnout/" target="_blank" rel="noreferrer noopener"> $4,000 to $21,000 per employee annually</a>, based on productivity losses. For a company with 1,000 employees, this translates to an average loss of about $5 million each year.</p>



<p>The pandemic further complicated matters. "It was all at once, all of a sudden, and that kind of change usually triggers and retriggers... trauma reactions, and it doesn't help in being able to cope," says Samantha Woo, licensed clinical social worker and therapist. The shift to <a href="https://successcom.wpenginepowered.com/future-of-digital-nomads/">remote work</a> blurred personal and professional life boundaries, <a href="https://www.aiha.org/news/who-classifies-burn-out-as-an-occupational-phenomenon" target="_blank" rel="noreferrer noopener">exacerbating stress</a>. "A lot of my clients were having to scramble—especially upper middle management... trying to navigate a lot of restructuring and change management," she adds. </p>



<h2 class="wp-block-heading" id="h-the-right-to-disconnect-movement-in-the-u-s">The ‘right to disconnect’ movement in the U.S.</h2>



<p>California was the first U.S. state to initiate legislative action, with a <a href="https://natlawreview.com/article/proposed-california-bill-provides-workers-right-disconnect-work" target="_blank" rel="noreferrer noopener">proposed bill</a> in 2024 to give employees the right to not answer communication from employers outside of working hours without penalty, except in cases of emergency. While some businesses opposed it, public opinion favored the proposal, with <a href="https://www.yahoo.com/news/over-90-americans-demand-disconnect-163200729.html" target="_blank" rel="noreferrer noopener">90.4% of American workers</a> supporting a right to disconnect law.&nbsp;</p>



<p>Employers' organizations, including the <a href="https://www.shrm.org/topics-tools/employment-law-compliance/right-to-disconnect-opposition" target="_blank" rel="noreferrer noopener">California Chamber of Commerce and the Society for Human Resource Management (SHRM)</a>, strongly opposed the legislation, explaining several issues. They claimed that the bill's ''one size fits all'' policy would harm businesses and workers and make California less competitive. <a href="https://www.shrm.org/topics-tools/employment-law-compliance/california-right-to-disconnect-bill" target="_blank" rel="noreferrer noopener">Critics also raised concerns </a>about the clarity of what constituted an “emergency” and about compliance for companies with international presence or employees working in different time zones. <a href="https://news.bloomberglaw.com/daily-labor-report/right-to-disconnect-plan-in-california-hits-employer-backlash" target="_blank" rel="noreferrer noopener">Employment attorneys highlighted </a>that salaried employees are usually more fluid with respect to work hours. The bill stalled in committee, highlighting the challenges of implementing such policies at a legislative level in the U.S.</p>



<p>Although some think that "social justice-oriented states" may embrace such statutes if there is enough pressure, enforcing a nationwide law would be difficult and necessitate a change in people’s attitude. Instead,&nbsp;<a href="https://socpub.com/articles/californias-stalled-right-disconnect-law-proves-we-still-have-much-learn-about-work-life-balance-17950" target="_blank" rel="noreferrer noopener">workplace analysts argue</a> that the right to disconnect concept is most likely to gain traction at the organizational level first and may be followed by appropriate regulations at the state level.</p>



<h2 class="wp-block-heading" id="h-strategies-for-embracing-the-right-to-disconnect">Strategies for embracing the right to disconnect</h2>



<p>Some organizations in the U.S. have right to disconnect policies. Here are <a href="https://www.runn.io/blog/work-life-balance-initiatives" target="_blank" rel="noreferrer noopener">some strategies</a> for companies looking to implement effective policies of their own:</p>



<ul class="wp-block-list">
<li>Establish clear communication guidelines about when employees can be contacted</li>



<li>Focus on results rather than hours worked</li>



<li>Provide resources to help employees manage stress and work-life balance</li>



<li>Encourage leadership to model disconnecting</li>



<li>Use technology to manage communication timing</li>



<li>Customize policies to fit team needs</li>



<li>Regularly review and adjust policies for effectiveness</li>
</ul>



<p>“You want to be explicit with... ‘We’re not working past this time,’ or, ‘I don’t expect you to be working past this time.’ You can set things up in your email to send them out at 8 [a.m.]... it doesn’t have to go out at 11 [p.m.],” says Madhosingh​.</p>



<p>The right to disconnect movement represents a clear shift in what we owe employers in a digital age. While U.S. companies may not face legal requirements, those taking <a href="https://www.runn.io/blog/work-life-balance-initiatives" target="_blank" rel="noreferrer noopener">proactive steps</a> already see benefits.</p>



<p>The issue for American workers and companies is not whether we need the right to disconnect but how to <a href="https://successcom.wpenginepowered.com/setting-boundaries-at-work/">establish healthy boundaries</a> in a hyperconnected world.</p>



<p class="has-small-font-size"><strong><em>Photo courtesy of CrizzyStudio/Shutterstock</em></strong></p>

Explore how the ‘right to disconnect’ movement could potentially protect employee’s mental health and reform workplace culture altogether.

Learn how it can potentially protect employee’s mental health in the workplace.

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Will the ‘Right to Disconnect’ Movement Save Employee Mental Health?