Apprentice to Analyst: What Gen Z Actually Wants at Work

Automatically transcribed, so there may be the odd slip.

Alastair GreenerHello and welcome to the Alastair Greener Generationally Speaking podcast, where we look at bridging the generation gap by debunking myths, tackling stereotypes, and sharing practical tips on how we can build stronger intergenerational connections. My guest today is a senior analyst on Deloitte's Bright Start apprenticeship programme with a particular interest in what motivates people at work and how generational expectations shape the modern workplace. Wow. What a title. We are gonna be talking about how she began her career with Deloitte and what the bright start process involved. What's gonna be talking about her own research and what that's revealed about generations at work and the workplace trends that she's noticing that all of us should be aware of. It's a real pleasure to welcome Emily Stone. Hi Emily.

Emily StoneHi Alastair. Thanks so much for having me. Really looking forward to our, to our chat today.

Alastair GreenerWell, I know that you know what you are going to bring to the table is going to be a huge interest to people across all generations to understand really where you are at your stage of life. And we should start off by saying that you are Gen Z and that you have been. How long have you been Deloitte? With Deloitte now?

Emily StoneSo I'm coming up to three years with Deloitte now, which feels

Alastair GreenerAnd we met at an A Deloitte event back in London, I think it was about a year ago. And there was a panel which was really, really fascinating, bringing in generational thinking. And it really got me thinking as well about what Deloitte are doing and how they're encouraging the younger generation in, in their workplace. So I wanna start off though, if I may, just talking a little bit about you and, you know, the type of environment you were brought up in, what home life was like, and whether or not you feel that you were typical of your generation when you look around your peers.

Emily StoneYeah, well, so as you already know, I'm on my third year on the Deloitte brightstar Apprenticeship Programme, which I would describe as your typical Learn While You Earn programme targeted at students who've just finished their A-Levels. And I did just that. I came straight from sixth form into my role where I earn a chartered managership, uh, and a degree alongside working at the firm. And in terms of my upbringing, uh, I grew up in Essex and I, and while doing my A Levels, I, I wasn't sure what, what route to do, whether that be to go to university, do a degree apprenticeship or, or just go straight to work. But the core values that my parents taught me were always about doing my best, uh, and giving myself lots of options. So by working hard, I opened more doors for myself to choose from. I went to a grammar school when I was in sixth form, and obviously they're quite, uh, geared up for that university route. However, my, my parents are really supportive about me applying for a few degree apprenticeship programmes alongside applying for university a and, and while at the beginning I didn't really know what choice I was going to make because I loved my academics, I loved my education. Uh, the apprenticeship pathway very quickly presented itself as, um, a really attractive choice. And for me, I think part of that attraction was in the fact that it's a fully paid for degree, the fact that I gained work experience, experience in a full-time role, um, while not missing out on getting a degree. Uh, and, and most of all, I was, I was actually really interested in the job that I applied for. Um, I applied for a role within a consulting business, uh, and I think it would've been the same role that I would've applied for after university anyway. So it was like getting a head start. Um, but in that regard to your, sorry, Isaac.

Alastair Greenera decision that many young people are going through at the moment where it was, there was a period of time when the majority of people wouldn't have gone to university, to a point where the pressure for young people to go to university is immense, especially from the schools themselves. So the fact that you took that route, which by the way, I'm a massive fan of, I think university is great for some people, but not for everybody. It's not just the, the fact of the route that you're taking, but also it's the style of learning as well, um, which is, it's a different style which suits some people more than others as a mode of interest with that pressure to go to university. How competitive was it for you to get, uh, this place in the Deloitte programme?

Emily StoneYou know, it's, it's a really great question because I think it's quite hard to judge. Uh, for me, I applied just thinking, okay, I'm not sure what my choice is gonna be. 'cause I, I was really actually for, for a long time just sort of university as an option. And it was in passing that my stepmom Sharan just said to me, you know, companies do do degree apprenticeships. You mentioned Deloitte. And that was the first, I remember the instance where she first introduced me to kind of the likes of what Deloitte and, you know, the big four were just isn't something that you kind of learn in your, while you're at, uh, school. Um, and I would say that it, it must be competitive in the sense that it, there's a, there's a smaller group of people who that, of a smaller cohort that companies would take, I can only speak in my instance compared to, you know, your graduate programmes where they take quite a big intake. So in that sense, I think I've always, I was a bit like this is quite, I'm, I'm, I've joined with quite a small group of people. This must have been, you know, tough. But as I went for it, um, you know, I didn't necessarily know what, what that looked like, didn't know what my odds were and was quite happy to think, not sure what the odds are, lemme just go for it. You know, there's no, um, loss in applying and for trying, like, I still really wanted to do university. Uh, and it was once again kind of just that value of give myself an option. If it goes, it goes. If it doesn't, it doesn't. But, you know, you learn something from sitting in interviews, you become better at being, being better at applying for things. I thought, well if, if this doesn't go well, then at least when I apply for graduate programmes that I'm used to the interview process and I'm, and luckily it all kind of worked out and obviously I'm quite good in an

Alastair Greenerthree years, la three years later, you know, you look at your, you, you obviously have conversations with, um, the, your peers, people you went to school with and so on, who did go on to university. How, how do you feel now about that decision? How do they feel about the choice that you make when you compare notes?

Emily StoneThink when we compare notes, I, I have some friends who have gone down, you know, some pathways that really require that degree. So you've got like your solicitors or your medicine types of roles that you do need your degree for. Um, so our comparison of notes there kind of, it's hard to do and they were quite sure on that route and that fact that they needed that qualification. Um, but I would say I think people still really hold a lot of value in what you learn from being somebody at university beyond just what you learn on the course and the academic side of it. But the fact that you move out of home, you are having to like adult for the first time on your own, I think that still holds real value for people when they come away from university and think about, you know, the time that they had to be fully independent, um, from the first time in their lives suppose potentially. And, uh, so I think for them that that holds huge value. Uh, in a sense that even though, you know, I've been working for three years and, and I am a, a head in that sense that I just have a bit more work experience, um, I still think that people really value it. So it, it's becomes, it, it's really depends on an individual about whether or not it's for them. Because for me it's a no-brainer. I can only speak from my point of view and what I value from, from what I like to do. I couldn't have done I, not that I couldn't have done 'cause I think I would've been far, like I would've done it, I would've done university and it would've been, I would've had a fabulous time moving out. Would I have loved living in shared accommodation? Probably not, but, but, um, it just depends what you value. And some people really value that social life element that becoming an adult. So I say side of university that even though I would say on paper and in my view, I just could, I think if you've got the, the itch to do something that I've done, do it, I couldn't be more grateful for the fact that I've started work a bit earlier. I've done, I've got three years under the belt. I feel like I, I feel really like I I'm at work. I'm, I'm, my life has begun. I've got some money in my pocket to do things that I want to do. I just really, I felt really, I dunno, I've come away feeling really proud of doing it. Uh, and especially to

Alastair GreenerQuite right and I think it.

Emily Stoneis huge.

Alastair GreenerYeah. And, and you, you should feel proud a that of what you've achieved, um, the fact that you've stood by your choice and, and the fact is I think you probably do have a, a big leg up in life now 'cause you've got that level of experience and with a company that is respected as Deloitte. So tell me about the Bright Start programme. You know, what is it and how is it different maybe from any other graduate programme? Um, how does it, how does it work?

Emily StoneSo for the Bright Start programme, it, it depends on which, um, programme you're going on to. So we, they do lots of different degree apprenticeship programmes across the firm. Um, for me, I did mine within their consulting industry, so that looks like doing full-time, two full-time university while working For me. That was Monday to Thursday I'm at work, and then Friday I'm at university and that goes on for all year round. And it's actually a four year programme. Quite, um, uniquely potentially for my course is that I, I've done my degree, which is a business leadership management degree, um, alongside doing a chartered managership. Um, which is, it's really great course actually to do in tandem because what, what the Chartered Managership qualification looks for is you to start to think about behaviours, skills, um, and knowledge of some of those really critical business topics like how you work with people. How do I manage myself? How do you lead? I am having to look for experiences at work, whether naturally or kind of, you know, saying to my project, I've got this goal, I need to mark off this part of my qualification where I need to become, you know, have a greater awareness on finances. For instance. Doing that in tandem I think has, it's actually made me a better student. I think because I am at work, I am learning about what I'm doing in my course, I can ask experienced practitioners what what they're doing and how they would approach something and, and it's made me a better student because I can just see it in my reality. Um, so in that sense it is different than your typical course, but for a graduate course, I think grads usually come in and, and they're, they, you know, straight into their role and they're learning most of their, um, getting most experience from shadowing others and, and, and just beginning the job. Um, whereas I think I've got the beauty of kind of learning the learning, the, your baseline knowledge alongside doing that work as well. And I think that that's just made me more strong in, in my understanding of how businesses work, um, and how, um, I should bring myself to work, if that makes sense.

Alastair GreenerI think a lot of people would say there's no substitute for actually getting in there and working within the industry and having that hands-on practical experience. There's huge amounts of value in that and clearly it's something that Deloitte are investing in. And the, the thing I'm finding particularly interesting is your work with generations within the programme. Tell me more about that.

Emily StoneYeah. So, um, as a part of my degree, um, I got to undertake some research for my final workplace piece. Uh, and that was about, my topic of choice was about generations at work. And for me, I, what I, what that looked like in practise was I surveyed and interviewed our youngest, uh, not youngest, sorry, my junior colleagues to my senior colleagues asking them what do they expect from work? Why that thing, why that topic is important to them, and also whether or not Deloitte are delivering on that at the moment. Uh, and it was really interesting to do actually, and it was definitely self-indulgent 'cause it's just a topic of interest that I find really interesting anyway. Um, but what I found was, is that I think that generationally people value very similar things, but, but what differs is why we value those things. So rather than, you know, we all value work-life balance, but actually the reason why we might work life balance, I think is where you, um, will get to know people the best. I think it's really important as a leader to know an individual's why, why they value something, rather than maybe using a generation as a guide. Because I think there's patterns and, and learnings we can take from that, but at the end of the day, um, we find similar things important and that connects us. And, and I think by having those conversations about why these things are important to you and, and what, sorry, what is important to you and most importantly, why they're important. I, I think it really creates, um, better team working cross generationally as it creates psychological safety space for empathy, and ultimately more positive working relationships as people just know each other better, rather than relying on a stereotype. Um, and I think will lead to more engaged workforces as a result. Sorry.

Alastair GreenerWe're absolutely speaking the same language here, Emily, as you know from the conversations that we've had, and one of the things that I've tried to do in my work is to give people a greater understanding of, as you say, the why. And my premise is that the why is often created by the environment in which we grew up in as a generation and the patterns of the way that we were brought up as a generation as well as individually as well. And you know, in that respect, we are completely aligned and we both recognise the needs to understand why people act the way they do. Why are they searching for that work life balance? Why do they question all of those kind of things, which I guess is coming out of out. Out of your research, what has surprised you about the research? You know, you are a Gen Z, so in a sense this should be almost echoing who you are as an individual. So what surprised you that you suddenly thought, oh, that's a little bit different. I wasn't expecting that.

Emily StoneYou know, I think actually what surprised me, it's hard to say what surprised me the most because I think it was a, there's so much to it. I asked lots of different topics, uh, like work-life balance, obviously huge. Uh, asked about recognition, asked about, um, how do people value psychological safety, some of those key topics. Um, but I would say what surprised me the most was probably this recognition piece, um, across each generation. Everyone valued recognition. And it's not just recognition in the sense of, you know, getting a, a good bonus or financial compensations. It's, it's recognition in the, the pat on the back that you've done a really good job and, you know, celebrating people publicly for that hard work. In my mind, I think if, I think with my bias lens, you would believe that, you know, the most junior colleagues in an organisation need that recognition more. 'cause they need to feel like they're doing, you know, the right thing. But actually everybody at work needs to be celebrated. And I think it's a, it's a really underutilised engagement tool at work. Is that public pat on the back? You've done brilliantly. And I think everybody needs that from our youngest generations to our oldest generations in the workplace. And I think that, that, that surprised me.

Alastair GreenerAnd that leads on beautifully to a phrase that I heard when I came to that event that really struck me with me. That, you know, we, you know, everyone talks about the stereotype of Gen Zs, that they're looking at their phones, they're not really interacting with people, they're not picking up the phone. All the stuff that you and I have heard, you know, umpteen times, yet the phrase that came out of it, which I've been quoting ever since, because it was for me, it was, it, it really hit the nail on the head because fundamentally, as we are human beings, we want to be human. And when someone said, what was the one thing that would help them in their job, they said, humanise communication. Tell me a little bit more about that through your lens.

Emily StoneI really love that. And I think, uh, I know we spoke brutally beforehand and I think I've just, it came, I know that it was kind of in the, some of the, you hear that floating around a lot about how you can, how is it that we can engage people, um, in this new world, this digital age, where a lot of it is online and we're working hybrid now. And I think as somebody who is Gen Z, I think that is, that is great at the end. Like I can think, especially where I work in a, I work in a consulting world, people and relationships is so important. Um, understanding what people need and how to talk to each other, I think is, it's more important than ever to, to do at work now where, where a lot of it might be online. And I think where we can, getting to know people in person is just brilliant. Like, I think about this one instance of me at work. I, my first work trip that I went on to, and you might think it would've been super glamorous, um, like, uh, I'm going to New York, or, you know, I'm going to Cuba. I dunno. But, uh, I went up to Leeds, it was brilliant. And I got to, you know, fully immersed myself with the client for, for one of the first times in their space, in their world. Um, and it was just great. You know, I really felt like I, I learned loads from being a bit of a fly on the wall and, and early in my career. I think that that was really great to, to do. And it just shows that importance. How we are just, we're still people at the end of the day. And everybody even, you know, if we've got the stereotypes that Gen Z prefer, you know, the text messages, I think everybody really value just wants to feel like people know them and to feel like they are seen, acknowledged, and recognised at work. And I think when you are working together in face to face, uh, I think it just, I just think it makes teams work better. 'cause you just get to know people in, in the flesh.

Alastair GreenerAnd there's two aspects that immediately come to my mind with that. First of all is the fact that fundamentally we are all human and we have that human need. A previous guest of mine, Dr. Linda Shaw, who is a neuroscientist and um, she contributed to my book and is a, a great friend of mine. She talks about that human need has been just something that's really basic that's going to be there because we are, um, a race that has come up through millennia and that is a core need for all of us to have. And we don't get rewired in one or two generations. It just doesn't work like that. So you've got that on one side. But then the other side is that in my research that I did for my book and for the work that I do is that Gen Z actually is a generation needed and were given lots of attention by people around them. They had that human contact, you know, where is their parents? Gen X were basically, you know, off you go during the day, don't come back until tea time. We, yeah, latchkey kids, all that stuff. And then they, when they had their own children, IE Gen Z, they wanted to give them the tension that they felt they didn't necessarily get. So it's no surprise to me whatsoever that Gen Z want that level of attention. It makes complete utter sense to me and it just reflects the societal trends. The one thing that I find really interesting though is that, you know, we have this human need and you, you talked about it in the, in our need for recognition. You talked about it, that human contact and how you went up to leads and experienced it for yourself. Yet we see more and more organisations, and I can't speak for, for Deloitte 'cause I don't know, but a lot of organisations are becoming more process driven. You know, when we are being looked after by, um, companies that we interact with, whether they've been in insurance companies or you know, online retailers, we are pushed all the time to go through a process rather than dealing with an individual, which is actually at our core value, if you like. So in, in your experience, first of all, our, our Deloitte picking up on, on this trend of that human connection and you know, how do they balance that whole need for process, but also personality and human contact? I know that's a big question, so I'll let you steer that in whichever way you want.

Emily StoneIt's a really great question. And I would say in my experience, I don't think that I, I come from a quite unique angle where actually I'm in a consulting business. I particularly work, um, in a team that we're really human focused. So I do a lot of change management work, um, digital transformations, that type of, that's the way that I, I usually run. Um, and the types of client work is what I, that's what I work on. So I actually, in the sense of that where processes is kind of losing that human connection piece, haven't got, I haven't seen that a lot in my experience at work because in my role we are so driven by people and you can't have, in consulting, you can't not have that people focus, that people drive in our work, um, in, in these kind of client relationships. It's just, it's just not possible with, to get great outcomes without really understanding who you are, working with what they want. And actually if, if it's say, if what they do want is, you know, refined processes in the work that I'm doing, you are working with people all the time, and it's not necessarily, I'm not seeing how that in kind of my day to day usually unfort, like, not unfortunately, can't quite comment on how that's kind of impacting the, the work that I'm doing at the moment. Um, but I think Deloitte in that sense are doing it really well in that they've all, they've always understood that people are at the heart of things. I think, and that's always been something that kind of trained in us since I joined, is the importance of people for sure.

Alastair GreenerAnd that's really great to hear because there are organisations that you hear of that pay lip service to that. If I hear one more organisation saying people are at the heart of everything we do, and then say it'll be easier if you go on your website, um, rather than talk to somebody you think Yeah. Easier for who, and it's interesting, I was working with a CEO group yesterday and one of the things I talk about is omnichannel. So using lots of different channels to communicate and give people the option of the, the channel that works best for them. And I use the analogy, which is a true one of going to a hotel and do you go to the person to check you in or do you go to the, uh, the booth and check yourself in that way as a matter of interest, what would your answer be to that?

Emily StoneSee I when, as soon as you said that, oddly, I thought of McDonald's and I thought of your self-service, click on the screen. Or do I go to the two and ask to pay there and order there? And I think, and maybe this is the Gen Z in me, I would rather, it depends on the scenario. 'cause sometimes I'm like, right, I just wanna talk to someone, so I'm gonna just click all the buttons I need to do to talk to somebody on the phone at the moment, because I know that a chat bot or a self-service, it just isn't gonna work in my 'cause. You just, you get to know what these tools can and can't do. Um, so it is very situational dependent, but I think my natural is, if I can figure it out without talking to somebody, I'm gonna figure it out without talking to somebody. Maybe that's the Gen Z. Like I, it's a, I'm just trying to figure it out. If I can get what can get me to my solution quicker.

Alastair GreenerI think you, you, you hit the nail on the head earlier on when you said it depends on the occasion. 'cause it absolutely does. And interestingly enough, in this group that I was working with yesterday, one Gen Z said, I want to go to a person. The other one said, I want to go to the booth. So you know what the, the reality is, is, is what I suggest to my clients, which is actually you need to offer it all to people so they can choose the route that's easier for them on that occasion. And it might not be the same, uh, tomorrow. It might not be the same, uh, the next week. But having that omnichannel approach means that you actually cover all bases and you are being truly customer centric because you're thinking about the other person and what do they want to do and how do they want to communicate. Emily, it, it's a fascinating conversation a because we're getting an insight into Gen Zs, we're getting an insight into the way, um, a big corporate organisation is looking at Gen Z and working with Gen Z in, in the whole scheme of their, of their programme. If there's one thing that you would suggest, and apart from humanised communication, but when it comes to engagement of Gen Z in the workplace, what is it that's that's really important to you? And what are you saying to Deloitte? This is what I'm finding, this is what we need to do.

Emily StoneIt's a really great question because I think it's hard to narrow down to one thing. Um, and I

Alastair GreenerOkay, you can have a few.

Emily StoneI'll ha I'll take a few because I think I would say that if I was gonna send anyone away today with like the three things that I would as a Gen ZA think are really successful in, you know, how to engage with us, it's, I think actually this is to everyone, not just Gen Z, but that point that we just discussed, Alastair, about thinking about what we share rather than how we're different. You know, we value very similar things. Um, we all value positive work relationships. We all value work-life balance. We all value recognition. So cross generations, we can connect on those commonalities and, you know, how can we do that? Is that whole point we've discussed about connecting to people at an individual level. And, and even with the omni communication point, you know, you've got cater to everybody. How do you know what everybody wants? You have to know people individually and even intergenerationally one, gen Z to the next might value something different or expect something different from work. So I think leaders and organisations have to be really intentional about creating those opportunities to, um, understand generation, understand what people's, what's important to people, uh, across generations. And, and by having those conversations and, and manufacturing them, I think that will break down some of those cross-generational barriers that we have and the misconceptions that, that, you know, naturally, uh, get formed. And I would say actually a really great scheme that I, I think you've probably heard people talk about loads, especially in your word Alastair, and I know it was in your book. Um, but this reimburse mentoring type of approach I, I think is really great. Um, and, and if for anybody who has not heard of reverse mentoring before, uh, typically in organisations, you know, you have your more senior colleagues, um, mentor your younger colleagues. And in that same sense, you have, you know, your Gen Zs mentor, their mentors. Uh, and I think by doing that, um, more senior employees understand Gen Z better their strengths, and as a result, we, we can work better together. And, and at the same time, I think it, it tackles that natural phenomena, um, which, which where generations often stick together at work, um, which you described in a great way in your book, Alastair as generational clustering. Um, so it's a really great initiative I think to use and, and I've seen it used at Deloitte and heard of colleagues who have used that approach and it's been really successful in making their, you know, diverse cross generational teams work better together.

Alastair GreenerYou know what? I've loved this conversation. It's been absolutely brilliant. And yes, and partly because you've supported a lot of what,

Emily StoneWe agree.

Alastair Greenerbelieve in, but also, but through, but you've brought it through your own lens, which is what was really important. I'd like to finish off on something that, um, I didn't say I was gonna ask you, but um, I think it'd be just a lovely way to end is I'm gonna ask you some, the best part about being Gen Z and the more challenging, let's finish on a high. So, what are some of the challenging elements of Gen Z that people might not really appreciate if they're of an older generation?

Emily StoneA really great question. Challenging Gen ZI think is, and I think it's happened to, to every generation as they've come into the workplace, is that idea. I think every generation, you know, you had that, I think it was a, a ti a New York Times article about millennials that called the me, me, me. And, you know, every time a generation has come through into the workplace, you know, you you, they get assigned some of those negative stereotypes, whether that's lazy entitlement, the list goes on. And I think that that's just not the case. And I think that it's very easy to put people in boxes and, and, you know, let that drive the way that you have conversations. But actually, um, there's a lot of value in, in, in kind of challenging yourself to debunk some of the, that that lens that you might have or that unconscious bias. Because I just don't think it's the truth. And I think that we are a lot more similar with all humans at the end of the day than we think we are. Um, but shall I go

Alastair GreenerAnd you said it earlier on

Emily StoneYeah.

Alastair Greeneryou, you, you said it actually earlier on, that there's more that connects us than divides us when it comes to generational thinking. And also what you're describing there as well is, you know, the other elements to who we are as individuals. It's not just our generation, it's social evolution and it's also life stage as well. Um, so that's Simon Sinek piece of millennials in the workplace. If you swapped that with Gen Z, you'd probably see very much the same thing. It could, it would stand up and it's because it's a life stage thing and that's what's supposed to happen at that life stage. But what I do love is the fact that Gen Z are embracing that challenge. You know, millennials sort of fought against it a bit more, where I think Gen Zs are standing up a little bit more proud for that generation and, um, they're not shying away from tackling the argument. And again, that's the environment they're brought up in. So let's finish on a real positive. What's the best thing about being Gen Z?

Emily StoneHard. 'cause you know what I do identify, you know, I'm quite proud to be Gen Z. I think the best thing is, is that I think we've stolen all the good parts from millennials and Gen Xes. I like, my parents are Gen X is millennials. Um, and I just think I've, what they've learned, I've sponged up and I think that that has a result. You know, I just, I think, I dunno, it's, it's hard. I just, I think we've stolen the great parts of generations before us, and I think in some senses it's, it's interesting how we kind of get a bad rap when I think that we are kind of doing what, what people were fighting against before, before we got into the workplace. So I would say that I'm really proud of, you know, I think actually our ability to adapt and our a way, a way of change and, and being really flexible to things, I think is a real strength of Gen Z because there's, we've gone, I think, I think it's everyone. So it's hard to say that it's just Gen Z, but I can only speak on my experience. We've gone through nothing but change. When you think about, you know, the way that we've been raised, uh, and you know, I can still remember when I didn't have an iPad, although people would like to say that I was, you know, glued to an iPad since birth, I, I, I think we've got the beauty of, you know, having that, that gap before digital era kind of really begun. We've then become these, you know, digital natives should you say, really understanding how tech works and as a result, learning so much, so much from just having it at your fingertips. You know, I've been, doors have been open to things I would've never found out about without the internet, and I couldn't be more lucky. Like, I feel quite happy that I've been born in the generation that I'm in. Um, so I would say that, and then we've all adapted in, in the meantime, you know, that's not stunted us. We've only just taken it in our stride, flex adapted, and, and, and I think that's a real strength of, you know, this group of people. But then, you know, every generation is like that. So it's quite hard. You can see, it's hard for me to say, we are like this or we are like that.

Alastair Greenera, I think that, I think it's a great way to end the podcast with that positive approach. And I, and I've never heard that before. I think it was, that was lovely that we, we've brought in the best from the previous generations, which shows that that positive approach that we have actually learned and we are developing and growing and learning from each other. Emily, it's been an absolute joy talking to you. Thank you for your insights and for all of those, um, perspectives that, um, other generations might not have thought about. So thank you.

Emily StoneThank you so much, Alastair.

Alastair GreenerAnd thank you for joining us. We'll be back with another podcast episode in two weeks time. Bye for now. The Alastair Greener Generationally Speaking podcast was presented by me, Alastair Greener. It was recorded at Granary Studios and produced by James Jones. Please follow us and leave us a review wherever you get your podcasts. To find out more, visit generationally speaking.co.uk.