144: Kamber Parker Bowden - Adapting Leadership for the Modern Multigenerational Workforce

Kamber Parker Bowden, Founder and CEO of Generational Performance Solutions, explains how leadership must evolve to integrate a multigenerational workforce in modern work environments. Kamber shares research insights and her personal journey that sparked her focus on closing workforce gaps and fostering cross-generational collaboration. To bridge differences, Kamber emphasizes clear communication, setting expectations, and empathy. She explores how different generations value flexibility, entrepreneurship trends, and side hustles’ appeal for younger workers. Kamber recommends building trust and supporting internal growth pathways to engage and retain younger talent. 

 

 

KEY TAKEAWAYS 

 

[01:42] Kamber shares her early dream of becoming a broadcast journalist before shifting paths.  

[03:32] Kamber’s first job in corporate insurance proves to be a poor fit and she doesn’t stay long. 

 

[04:24] Many of Kamber’s friends also leave their jobs after 18 months or less—why?  

[05:41] Common narratives of starting work after college and climbing the corporate ladder.   

[06:33] Lack of clear expectations and poor communication emerge as key reasons for early exits.  

[07:16] Despite good salary and benefits, Kamber leaves because of poor mental, physical and emotional health.  

[08:03] Taking a pay cut at a nonprofit which offers flexibility, Kamber develops her business on the side.  

[09:30] Companies often focus heavily on recruitment while neglecting retention and development.  

[13:48] Check which generational research to trust. 

 

[14:39] The issues of skills gaps as skills not being transferred sufficiently from experienced workers.  

[15:14] A feature of modern work is Gen Zs’ interest in side hustles and the Creator Economy.   

[17:31] The current lack of trust in the establishment and younger employees’ desire for fulfilling work.  

[18:24] Job satisfaction and career growth outweigh stability and recruiters become more aggressive.  

[19:36] How can organizations cultivate opportunities to entice younger employees to stay? 

 

[23:08] Millennials have a unique position understanding both older generations and Gen Zers. 

[23:51] Millennials reject being grouped with Generation Z.  

[24:23] Micro-generational differences shape unique experiences and perspectives.   

[25:01] “Entitlement” is best understood through generational context and upbringing.  

[26:45] Gen Z seeks in-person connection; Millennials look for flexibility and remote work.  

[28:06] Communication breakdowns arise when expectations go unspoken or unmet.  

[30:46] Data helps leaders understand generational change, trends, and frustrations.   

[31:56] Kamber asks leaders to consider the risks of falling behind if they resist adapting to change. 

 

[32:57] The importance of understanding senior professionals as well as younger workers.  

[34:38] Helping young and emerging leaders build bidirectional communication skills. 

 

[35:45] Recognizing people as individuals with different communication styles.   

[36:10] Kamber trains on respectful tech mentoring and basic professionalism.  

[37:42] Trust starts with understanding each team member’s communication preferences.  

[38:24] Asking about preferred communication methods can transform team dynamics.  

[40:03] Generation Z’s ideas of professional dress vary widely, so clarity is essential.  

[41:10] Kamber suggests sharing dress codes during hiring to avoid judgments and misunderstandings.  

[44:10] IMMEDIATE ACTION TIP: “To improve how you lead a multi-generational team, build trust, set clear expectations, and ask your team their top communication style.” 

 

 

 

RESOURCES 

 

Kamber Parker Bowden on LinkedIn

Generational Performance Solutions website

 

 

 

QUOTES 

 

“So many companies put so much effort into the recruiting and not as much on the growth, the development, the retention, the activation of talent.” 

 

“We rarely talk to any young professionals that either don't have a side hustle or don't have that interest.” 

 

“Trust is broken or never even begun. When there is a lack of clear expectations, when there is a misunderstanding, that typically leads to some type of disconnect. How you bridge that is truly through understanding how people communicate.” 

 

“If somebody is not fulfilled, even if they're getting paid what they want to get paid, but they're not fulfilled in other ways and there aren't growth opportunities, they will leave.” 

 

“We have to be what I like to call ‘generationally curious’ and I think that's a true leadership skillset.” 

 

“And I always ask [leaders] ‘what happens if you don't?’ Things are not changing, they've already changed. And so are you going to be ahead of the curve? Are you going to be ahead of your peers or are you going to kind of sit back and see what happens and then risk being farther behind in 10 years? And usually that snaps them into attention.”