For much of human history, our work has been central to our identity and purpose. It has shaped not only how we view ourselves but also how we contribute to society. Most young people still long to build skills, secure their future, and derive meaning from their work. The problem arises when work becomes detached from morals, ethics, sustainability, support systems, and a sense of community. This detachment has given rise to a disinterested and disengaged workforce – a generation that works solely to clock out, enjoy their weekends, or build a side hustle.
This crisis of workplace culture is not the fault of workers alone but also of the systems and leaders that perpetuate it. Leaders hold the power to transform this disengagement by fostering purpose, trust, and meaningful collaboration. Yet too often, they fail, turning workplaces into suffocating environments that alienate the very people they rely on.
Good leaders know how to create purpose, cultivate a great work culture, and provide perks that make employees feel valued. Exceptional leaders go further: they root out negativity, cynicism, and toxicity in their teams to maintain a healthy environment. But far too many leaders see the workplace as a stage to display their neuroses and insecurities. This creates an atmosphere of fear and anxiety, which drives away talent rather than nurturing it.
Neurotic, fearful, or anxious leaders often obsess over the wrong metrics. They measure productivity by work hours, an outdated and irrelevant marker. A healthy workplace should focus on more meaningful indicators of performance, such as:
Turnaround time on projects.
Creativity and problem-solving during discussions.
Preparedness and active participation in meetings.
The quality of inputs and contributions.
The ability to adapt to change.
When leaders prioritise these qualities over time spent at a desk, they empower their teams and create an environment where employees thrive.
One of the most glaring issues in workplaces today is the lack of meaningful employee benefits and support systems. Too many jobs offer little more than a lump-sum salary, treating full-time employees like gig workers. This exhaust and throw mentality erodes trust and loyalty, leading to a workforce that is neither invested nor motivated.
Equally problematic is the way some organisations handle employee exits. Painful and humiliating exits create lasting bitterness, tarnishing the company’s reputation and making it harder to attract talent in the future. Why would anyone work for a company that treats its people as disposable?
Leaders and organisations need to prioritise building self-efficacy in their employees. This means equipping them with the tools, training, and support to succeed, rather than simply extracting value. A workforce that feels trusted and empowered will consistently outperform one that feels surveilled, stifled, and undervalued.
The choice is clear: evolve or stagnate. In a world where young people are desperate for meaningful work and growth, the onus is on organisations to rise to the occasion. Let’s create workplaces where identity and purpose are tied not just to what we do, but to how and why we do it.
(The writer is a mental health and behavioural sciences columnist, conducts art therapy workshops and provides personality development sessions for young adults. She can be found @the_millennial_pilgrim on Instagram and Twitter)
