By Briana Gattis and Paige Yousey
Over the last decade, there has been a quiet tug-of-war between the established generation of business leaders, Gen X and Baby Boomers, and the rising voices of Millennials and Gen Z. Critics of the new generations would tell you that Gen Z is too idealistic, too sensitive, and not willing to put in the work.
New leaders challenge that notion—we’re ready to shake things up and leave a mark on the industry. We’re blending empathy and technology and rethinking what learning & development looks like to build an empowered workforce, driven by curiosity. More than ever before, we’re focused on connecting with our audiences, making learning more approachable—and most importantly, making a lasting impact.
Learning can be about more than checking boxes and improving performance problems. Through improved strategies, learning leaders are aiming to weave curiosity and collaboration into cultures, paving the way for professional development.
Let’s explore what we’re doing differently when it comes to our learning strategies.
Designing for the flow of work
Learning solutions don’t have to be complicated
Today’s learning leaders understand that not every request calls for a full-scale program. Long-format learning programs have their place, but sometimes what learners really need is quick answers.
Designing for the flow of work means providing just enough support to help learners perform in the moment. That could mean job aids, checklists, short walkthrough videos, or embedded tooltips. Sometimes, it’s microlearning, focused and fluff-free, that answers the “how” exactly when it’s needed.
Simple solutions save time for learners & designers
When we keep our solutions simple, we make learning more approachable. In turn, we retain the interest of our learners as they find what we provide is truly useful on the job.
Our learners (and their leaders) will appreciate the time saved so they can get back to business. Not only does this benefit our learners, it also benefits our L&D teams who can shift their attention to solving bigger, more strategic challenges.
Connecting with learners
People and their experiences matter
Getting stakeholder buy-in is just the beginning of the learning discovery process. Today’s learning leaders are taking it a step further: We’re consulting would-be learners early in the process to understand their real challenges. This step is critical to find out where learners hit roadblocks and how we can help using learning strategies. We’re not just building programs for them; we’re building with them.
Hearing what our learners need helps us to develop the right solutions
Consulting the learners directly builds trust and helps us to develop more relevant solutions that actually get used. By listening to our learners at the start, employees feel heard and are more likely to give feedback at the end of their learning experiences. Getting to know our learners is about more than just gathering information, it’s about embedding empathy into performance strategies, and celebrating progress through the connections we build.
Curating learning cultures
Learning doesn’t happen by accident
The next generation of L&D leaders knows that development isn’t just about courses—it’s about culture. Culture isn’t created by assigning quarterly or annual compliance training, it happens through intentional strategies that go deeper than the LMS. We’re fostering environments that encourage curiosity, support knowledge sharing, and nurture a growth mindset. By building community, we’re creating space where learning is continuous, not one-and-done.
A community of learners keeps workplaces from becoming siloed
A strong learning culture does more than improve performance; it builds communities and breaks down silos. It empowers employees to grow in ways that benefit not just the individual, but the team and organization as a whole. Cross-functional awareness, stronger collaboration, and shared accountability are just some of the ripple effects when learning becomes a part of how work gets done.
Facilitating dialogue instead of delivering answers
We were taught to participate, not just consume
Next-gen learning leaders came of age in classrooms with discussion boards, project-based learning, and collaborative technology. We didn’t just absorb content. Instead we were asked to participate, reflect, and co-create. That shaped how we think about learning today. Rather than presenting ourselves as the final authority, we focus on creating space for dialogue and shared insight. Our role is to guide, not direct.
Engagement deepens when learners help shape the experience
This shift is changing how professionals engage with learning. Instead of zoning out during a one-way presentation, learners are speaking up in sessions, asking better questions, and applying ideas faster because they’ve been part of shaping them. It’s leading to more confident decision-making, stronger peer collaboration, and learning that actually sticks. Modern organizations want to hear from the people who understand their business most – their employees. Engagement in learning builds empowered teams who can do just that.
Redefining professionalism
Our early work experiences made authenticity non-negotiable
This shift toward dialogue isn’t the only thing reshaping how we lead. As a generation that entered the workforce during moments of crisis, disruption, and transformation, we also began rethinking what professionalism actually means. Many of us started our careers during times of remote work, where home and work lives were visibly intertwined.
We’ve led meetings while caring for family members, joined video calls from makeshift workspaces, and watched leaders model vulnerability and flexibility. These experiences taught us that professionalism is not about perfection or appearances. It is about how we communicate, support others, and show up with integrity. We are moving away from outdated power dynamics and toward a model of leadership that reflects the realities of modern work.
Healthier, more human workplaces are the result
This more authentic approach to professionalism is creating healthier and more inclusive workplaces. It encourages open conversations about mental health, allows for work-life integration without guilt, and creates space for people to bring their full identities to the table. As a result, teams benefit from stronger engagement, broader perspectives, and a culture of psychological safety where learning and collaboration can thrive.
Rethinking what ‘counts’ as learning
Our most valuable learning didn’t follow traditional paths
We’ve developed as professionals through podcasts, peer conversations, YouTube tutorials, trial-and-error, and solving real problems on the job—often more than through formal training programs.
We’ve learned from mentors who weren’t instructors, from projects that didn’t go as planned, and from collaborating across roles we were never officially trained for. These experiences taught us that learning is constant, contextual, and often invisible to traditional systems. As learning leaders, we now design with that awareness. We respect and elevate learning that happens outside the classroom because we’ve lived it ourselves.
Designing for real-world learning creates real-world results
This perspective is driving real innovation. We’re building learning experiences that break away from outdated models. Instead of relying on static courses and one-size-fits-all content, we’re developing immersive VR simulations to let learners practice in risk-free environments, designing mobile micro lessons for just-in-time learning, and launching digital communities where professionals can teach and learn from one another in real time.
We’re integrating learning into the flow of work and creating space for reflection, experimentation, and peer exchange. These approaches are not just novel; they are helping organizations become more adaptive, equipping people to learn faster, apply knowledge more confidently, and stay engaged in an industry that is constantly evolving.
Looking back while leading forward
The ways we’re leading today are not a rejection of what came before us. We’ve learned from the systems that shaped our mentors: the value of consistency, structure, and expertise developed over time. Those foundations matter, and we carry them with us.
At the same time, we’re working in a different landscape. The pace, expectations, and tools of the workplace have shifted. As a new generation of learning leaders, we are offering approaches that reflect how people learn today. We are creating space for collaboration, flexibility, and relevance. We are choosing connection, curiosity, and experimentation with purpose.
This is not about replacing what has always worked. It is about evolving our approach without losing sight of what has always made learning meaningful.
Image credit: 789654
