In short
Workplace culture and generational conflict (Telegraph’s claim that 70% of managers struggle with younger staff), AI’s impact on jobs (Microsoft analysis of 200,000 Copilot conversations), Amazon cutting HR roles, and a myth-busting segment on whether “your vibe attracts your tribe.”
Guests
No external guests; co-hosts are Leanne (Chartered Occupational Psychologist) and Al (business owner).
Key claims
Telegraph’s “Gen Z bashing” list includes dodging phone calls, demanding safe spaces, wearing noise-cancelling headphones, and dressing down; hosts argue managers are often untrained and workplaces need new norms. Microsoft: Copilot can handle most work in coding/web/software design (about 90% of conversations) and interpreting/translation (98% overlap); other high-risk areas include personal finance advising (69%) and modeling (64%). Amazon: plans to cut 15% of HR division PXT (10,000+ staff) while investing ~$100B in AI data centers. Truth or Lie: “Your vibe attracts your tribe” is framed as mostly true via the “similar-to-me” effect, with nuance (selection vs socialization; chameleon effect can backfire).
Notable examples
candidate interview breathing on the phone; AI “Wimbledon girl” with implausible anatomy; robot painting; “deadly arithmetic of compassion” for layoffs.
Written by AI. May contain mistakes. Listen to the episode to check what was said.
Chapters
Tap a time to open that second in VOYour Vibe Attracts Your Tribe?
1:46 to 2:19
Exploration of the saying 'your vibe attracts your tribe' and its complexities.
“Hello to all the new friends we met in Sarajevo.”
Gen Z's Impact on Workplace Norms
3:08 to 11:04
In-depth discussion on the six complaints about Gen Z in the workplace and generational perceptions.
“The Telegraph this week has claimed that genius staff with unrealistic expectations are rewriting the rules of office life and leaving their senior colleagues, this word was actually in the article, baffled.”
AI's Influence on Job Security
11:04 to 14:00
Examination of jobs at risk due to AI and future job prospects.
“So there was a great article on, it's on Sky.com, news.sky.com.”
Exploring AI's Impact on Jobs
14:00 to 21:06
Discusses the potential of AI to replace jobs and the complexity of its benefits.
“No, it's still working on the digits, isn't it?”
Sponsor Break with Marketing School
21:06 to 21:44
Promotional segment for Marketing School podcast and its focus on real-world marketing tactics.
“your website, your established business, you're going to learn the latest in SEO, content marketing, social media, email marketing, conversion, optimisation, and genuine online marketing strategies that work today.”
Truth or Lie: Vibe Attracts Tribe
21:44 to 28:01
Examines the psychological claim that your vibe attracts your tribe and its supporting evidence.
“This is our weekly myth-busting segment.”
Understanding the Chameleon Effect
28:01 to 30:24
Learn how the chameleon effect influences our relationships and behaviors.
Truth or Lie: Similarity Attraction
30:25 to 31:14
Explore the truth behind the idea that we attract similar people.
“So long as we don't oversimplify it, as long as we appreciate the nuance.”
Introduction to Workplace Surgery
31:15 to 31:40
Get ready for the weekly segment addressing listener questions about workplace issues.
“where I put readers' questions, not readers, listeners' questions to who reads a podcast.”
Navigating Employee Dual Employment
31:41 to 36:33
Discuss the challenges of a remote employee potentially managing two full-time jobs.
“Anyway, on to the world-famous workplace surgery.”
Show all 14 chapters
Motivating Team Upskilling
36:34 to 41:06
Discover strategies to foster a culture of learning and development within teams.
“would it retrospectively apply to this person?”
Evaluating Job Red Flags
41:07 to 42:00
Assess when to stay in a job with red flags or when to leave for better opportunities.
“Okay, so question number three and the final one.”
Navigating Job Uncertainty
42:00 to 46:40
The hosts discuss strategies for dealing with job uncertainty and when to stay or leave a job.
“Turns out they're not replacing my manager either, They're just spreading their work across an already stretched team.”
Upcoming Interview Preview
46:40 to 47:58
A preview of an upcoming interview with psychologist Danny Wareham about leaderless organizations.
“Okay, so if you have a question, thank you, by the way, Leanne.”
Transcript
Automatic transcript. May contain errors.0:02Coming up this week in work. A new Telegraph article claims 70 % of managers can't handle younger workers. Our younger workers apparently are ruining offices by avoiding phone calls, wearing headphones and setting boundaries. We'll look at what's really happening when generations clash over workplace norms. Also this week, Microsoft analysed 200 ,000 AI conversations with their co-pilot chat app. And they mapped out which jobs face extinction. We'll tell you exactly which jobs are going to be definitely going and which jobs are definitely safe. And in Truth or Lie, your vibe attracts your tribe.
0:38We heard this at an event in Sarajevo last week and everyone nodded along. But when we dig into the research, is the reality more complex than the Instagram quote suggests? This is Truth, Lies and Work, the award-winning podcast where behavioural science meets workplace culture. brought to you by the HubSpot Podcast Network, the audio destination for business professionals. My name is Leanne, I'm a Chartered Occupational Psychologist. And my name is Al, I'm a business owner. And together we help organisations build amazing workplace cultures. So let's get into it right after a quick word from our sponsors.
1:10Does your experience with AI sound a little like this? You prompt for 20 minutes, the output is polished, is confident and is completely flipping useless. Well, that's what happens when AI doesn't know anything about your business. Mm-hmm. But you know what does know something about your business? HubSpot. HubSpot's AI. It works with your actual customer data. Every interaction, every signal your team has generated over time. So instead of prompting and hoping, you ask once and ship it. Check out HubSpot.com, the agentic customer platform for growing businesses.
1:46Welcome back. Hello to all the new friends we met in Sarajevo. Yeah, we went up to an event by Yasmin Alic. A really cool guy. Alic. Yes, sorry. We're still getting used to the C's in the Bosnian alphabet. There are, apparently the last two are different, but Yasmin Alic. Yeah, so if you've never heard of him, well, you've probably seen his stuff. He's like the LinkedIn guy. He's amazing. Anyway, so we're part of his community. So check out our LinkedIn stuff coming up because, yeah, there's going to be some changes. Anyway, it is Leanne's favourite time of the week. it is time for the news round up sure as i'll cue the jingle okay lee what have you seen six ways gen z are ruining the workplace oh god not another it's always the gen z why don't we do six ways that generation x are ruining the workplace or six ways that boomers are ruining ruining our lives mind you suppose there probably are plenty of articles about that yeah well i think gen z do seem to be getting the a lot of attention don't they the shitty end of the stick i think is what we say indeed indeed yeah the uh the other end of the stick i would like to see some articles about gen x actually because you don't hear much about them but you know the generation pulling actually the silent generations the one above boomers oh are they sorry i thought that was the same thing all right sorry you were in the middle of it you're in mid flow poor cove me out fine woman shush a man is talking there obviously obviously i'm joking just case anyway before we get cancelled again, Al, honestly.
3:13The Telegraph this week has claimed that genius staff with unrealistic expectations are rewriting the rules of office life and leaving their senior colleagues, this word was actually in the article, baffled. It's a good word, that. It is a good word. So the article cites new data showing that around 70 % of managers are struggling to handle younger employees because of what they describe as different attitudes to authority in work. How dare they push that? How dare they? so the paper outlines six key complaints Al do you want to have a guess or would you like to pick a number between one and six how do you want to play this Gen Z bashing game I'm going to pick a number just because I remember at the top we did say a couple of things so I think one of those might be on there so I'm going to go with number three number three wearing noise cancelling headphones older colleagues see it as antisocial my younger staff argue it helps and concentrate I think that's fair enough it's to drown out your bullshit Barry 45-year-old Barry in accounts who just wants to tell you about what he watched on terrestrial TV last night and he's going to have to wait a week for the next episode to drop.
4:17Whereas we've all watched it on YouTube. I say we as if I'm like Gen Z or younger worker. I'm still getting over that you said dropped. Dropped? Is that a thing? What? No, it is. I'm just... Did I actually use a younger person word? Yes. Do you want to pick another one? Four. Number four. Dressing down. Managers described office outfits more suited to the beach, including miniskirts, bare feet and leather trousers. Bare feet is unacceptable. That's just dirty. That's nasty, nasty work, that. Feet are nasty anyway. I'm glad they're about as far away from my head as they possibly can be because my feet particularly are nasty.
4:57We won't get into that. Maybe we should do a Truth, Lies and Work after hours and tell them about what happened in Thailand to my feet. Anyway, no. Do you know what? maybe I am going to come down on the boomer side of this by saying mini skirts in the office, I'm not sure about that. Just as if it was like a guy who was wearing like a vest top, you know, those bromad type things. I wouldn't think that would be very good. But I don't mind if someone wears like a polo shirt or a t-shirt or something or, you know, that wouldn't bother me. No, no, absolutely. And also, if you've got a dress code, then enforce a dress code.
5:29If you don't, get one or get on with it. You know what I mean? And also, why is it always about the women? Oh, the women are wearing short skirts. If you weren't such a dirty perv, Barry, maybe you wouldn't notice that Sandra's walked in with a short skirt on today. Do you know what I mean? Yeah, but Barry's in a loveless marriage and he's got a very dodgy internet search history. He doesn't know how incognito works. Okay, so can we quickly go through? I want to pick two numbers, if that's okay. I want to go one and two, because I want to see what the number one is. Dodging phone calls. So older managers say younger staff avoid calls or stay silent when they answer 14.
6:01Stay silent when they answer 14. That was fun. Wait if you just say something interesting, Barbara. One 47-year-old marketing executive, as you all, described calling a candidate for an interview only to hear breathing on the other end. Recruitment director Habiba Khatun from Robert Walters, is that a recruitment firm? I'm not sure, told The Telegraph, this generation has grown up messaging instead of talking and that important skill is being lost. Here's an idea. Train him. Do you know what I mean? it's one of those things right it was no problem for the boomers to have to go to specialist training to learn how to use the internet and email because that was like oh the world's changed and blah blah so why is it so outrageous that gens that are maybe coming into our workforce and need some coaching around that need some training around how to talk over the phone how to have these conversations and why in some situations this immediate phone call communication might be preferable in the workplace okay i agree with the second part of that i i'm gonna push back on saying that we should run um we should run a three-day course on how to answer the phone because it's like when the internet came in and all the boomers and people like my age really i think i was about 20 when the internet came in then yeah it's like it's a brand new technology whereas if you watch any kind of tv people answer the phone all the time and very few people in tv will answer the phone and just go.
7:27They're just not going to do it. Everyone knows you pick up the phone, you go, hello. That's what you do. Yeah, I mean, but to be fair, this is one time a candidate has done this. I think it's more about not just answering the phone, is it about what are they afraid of? Why don't they want to talk on the phone? Is it they're not used to dealing with confrontation and they're not sure about having to think on their feet quickly? Are they not? Do you know what? I am a very reflective thinker. So if you ask me a question, particularly work based on my manager would, I'd be like, hmm. And then he'd just say, I'll leave that with you.
7:57Or, you know, I would say, give me, can I come back to you? Have a think about it. I'll come back to you later on. If you don't know that that's okay, there could be a panic of like, well, I'm not going to answer the phone because I don't know how to respond. Number two is demanding safe spaces. How dare they? And then we also had fixating on woke causes and waltzing in light and walking out early. They're the six things anyway. causing frustration, misunderstanding. You've had enough, haven't you? I'm just so tired of the same argument going round and round and round and round. Reality is we have much more in common than we want to believe that we do.
8:30I don't think it's unreasonable for young people to want to be in safe spaces, want access to career counsellors or mental health practitioners. I don't think it's unacceptable for people to set boundaries in terms of what their working day looks like, what they get paid for because that is such an important thing now that we have to take work with us because it's on our devices all the time so i think there's a there's whoever is frustrated and moaning about this at the top one recognize that the world of work has significantly changed since you were in your 20s so we are going to have to set new norms and new boundaries for this to be sustainable for a generation that's probably going to be working into their late 70s and the other thing as well 70 % of managers are struggling to handle younger employees i'm sure that's a complete coincidence that 80 % managers aren't trained.
9:18Do you know what I mean? It's like maybe level up your skills to have these conversations about what is and isn't acceptable in your workplace for whatever reason and actually bring people into that conversation rather than just slagging them off in the telegraph. There's definitely an opportunity I think for someone to start a business. There's someone already out there called the Gen Z Whisperer. We talked about them a few months ago but there's definitely some opportunity to go in there and do training for older people and say, right, okay, this is how you talk to younger generations. And then you can do the same one, and you do the same one for younger generations.
9:50I think if someone spoke a different language or a different culture, let's say you went to Japan. You've never been to Japan before. You've gone to a business meeting. I would want someone to sit down with me and go, right, this is culturally how it works over here. You don't do this. You do do that. If someone says something like this, you do do. Do you know what I mean? And I think that we need that sort of thing for the younger generation in work. I agree. I still don't. I'm still not on board with getting, telling them how to answer the phone. I think everyone knows how to answer a phone.
10:15Oh, I never understand, right? You know, I'm hung up on this thing, aren't I? I never understand. You know when you watch it, you watch like Seinfeld or Friends or whatever, or you watch New York stuff or even better suits. Do your goddamn job. At the end of the phone call, they just put the phone down. Yeah, no one ever says goodbye. Nobody says goodbye. No, no, no. I'd be so annoyed. I'd be ringing the back going, uh, did we just get cut off? They're like, no, I cut you off. Bomb. Anyway, that's why I didn't invite me back from my suits audition. I just couldn't get, This is a British. Thank you so much for calling.
10:44Well, the British are going, anyway, well, so what are you up to for the rest of the day? Yeah, definitely. Oh, I should let you go, really. I should let you go. That's the one. And it's like, I should let you go, meaning I have grown bored of this conversation many minutes ago. Speaking of growing bored of this conversation many minutes ago, Al, what have you seen this week? So there was a great article on, it's on Sky.com, news.sky.com. I'm sorry. Oh, this was a lead. This is a lead that we got from a listener. Yes. So this is from Alec. Hello, Alec. Thank you very, very much for this. So this was an article all about 40 jobs that are going to be lost by AI and 40 jobs that never, ever will be.
11:23So basically, the background is Microsoft has got something called Chatpilot, a chatpilot, a co-pilot, a bit like ChatGPT. I'm just looking over at Leanne and she's just trying to get over our last little exchange. She's just rubbing her eyes going, oh my God, why? Ow, please cut all that out. So this research by Microsoft was basically looking through the co-pilot, which is like the chat gpt logs and they looked at 200 000 conversations and they tried to work out of the conversations what percentage could be done by ai so they found that 90 of the work or the conversations are on copilot around coding web web development web software design 90 of that could easily be done by ai so therefore they've gone 90 of ai of work for code is done by ai So would you want to have a guess at some of, potentially some of those jobs that might have been disappeared by AI?
12:17So other jobs that will disappear because of AI. Similar themes, I guess, in translators. Have we talked about that? Interpreting translators are number one. They're working out. The stat they're using is, or the metric they're using is the overlap. The overlap between an actual person doing the job and someone having a chat with a co-pilot. 98 % of the conversations of the work that interpreters and translators do, Microsoft reckon ChatGPT could do, is number one. 98 % if you're an interpreter or translator. Do you have another guess? I would say something. It's all this service-based stuff, isn't it?
12:55Do you want to hear a weird one? Yeah. That 74 % of this job could be done by AI, and that's announcers and radio DJs. Oh, I could see that, yeah. Really? Yeah. Oh, that's clever. Oh, see, I never thought that. I will come back onto that in a second. So basically the top ones are web development is fairly obvious. Personal finance advisors, 69%. I've seen a lot more experiments of where people will give LLMs£200 or$200 and say, go and invest this in the stock market. And they go and invest it and generally outperform like the majority of investors out there. One which I never thought of, 64 % of modeling work can be done by AI.
13:35Yeah, totally see that. Well, you've had these model influences go viral, haven't you? And then the girl at Wimbledon that turned out not to be real. Which girl at Wimbledon? There's this whole thing of an influencer on Instagram or whatever it was. Maybe it was TikTok. Basically getting hundreds and thousands of likes and comments and stuff. And it quickly came out that she wasn't real. She wasn't really at Wimbledon. It was AI-generated content. They figured it out because one of the pictures looked like she had three knees. AI's still not very good. No, it's still working on the digits, isn't it?
14:04very good if you're into niche kind of like fetishes and you do like three knees on a woman but uh right i'm going to read you a quote here by an ai expert who would rather stay anonymous due to the relationships they've got with large companies which either means they're a very important person or it's going you've made it up if you were to look at these jobs in three to five years there's a very good chance they've been replaced entirely it's going to be manual stuff isn't it anything like fixing stuff or yeah i've got floor sanders floor finishers i've got painters, plasterers, although I did see a YouTube short the other day, we call it TickTube, don't we, because we're not cool enough for TikTok, of a robot that was painting a wall and basically had a little jet and it was spraying the paint on the wall and it obviously knew exactly how high it would go open, so it was cutting in perfectly, so maybe not necessarily painters.
14:53Any other guesses? Cleaners. Cleaners are up there, they're number three. Nurses? Of course, healthcare, yeah. Massagers. Opticians? now I don't know about that because you would have thought that's something which would be unless people are just a bit squeamish about having robots anywhere near their eyes in case they just go in there and grab an eye and just pull it out also good news if you went to university and studied motorboat operation because motorboat operators were number two on there and then also phlebotomists what's a phlebotomist? I didn't know I was going to pretend I knew what it was but I had to google it listeners I bet you know what it is jump on LinkedIn and tell us if you know what a phobotomist is.
15:34It's someone who draws blood. I've got dentists. Why wouldn't a robot be able to do that? Like a little hand come out and go Again, maybe it's just squeamishness. Put your hand down there and then a robot comes out and basically just grabs your wrist and rips it off or something. I don't know. There is an upside to this though, Lee. And I'm going to read this from a quote from the person I haven't written down. He says, I don't see an AI right now coming up with wonderful ideas for creative writing authors. But what it is good at doing is taking an author's idea and making a first draft extremely quickly.
16:06So they said, does that mean we have fewer authors or does that mean we have more? And they're trying to say, yes, you're going to have more because if you can come up with a great idea, ChatGPT can pull it out of you, just like they'd pull the eye out of you, pull it out of you and turn it into a book. So we will have potentially more authors and also like a landscaping firm. They use ChatGPT and they say basically generate me personalized services to upsell to existing customers. And ChatGPT did and they went off and sold more and therefore obviously more work for the workers. So it's not all poo.
16:34It's sometimes good. Like they always say that you feed poo to roses and they grow better. No one never said that. Lee, what else have you seen, my love? It's going really well so far. Well, I'm not sure I'm going to lighten the mood with this one, but Amazon is preparing another round of job cuts. Only this time it's HR. So I'm going to get the chop. So this is according to Fortune, which reports the company is planning to cut 15 % of its human resources division, known internally as PXT or People Experience and Technology. Oh, that's made me sick in my mouth. So as to say, other areas of Amazon's consumer business could also be affected, although it's not yet clear how many roles in total are going to go.
17:14So a bit more information if you're interested. The division reports to Senior Vice President Beth Galetti and has more than 10 ,000 staff worldwide, including people in recruitment, HR tech and traditional people roles. An Amazon spokesperson declined to comment, but the article says the latest reductions come as a company looks to cut costs while pouring money into artificial intelligence. Amazon has said it plans to spend around$100 billion this year building cloud and AI data centers, both for its own use and for enterprise clients. It's a lot of people. And of course, this isn't the first time Amazon has made massive layoffs.
17:53I think 27 ,000 corporate jobs were laid off between 22 and 23. And more recently, I was really sad to hear about is how they've decided to close their Wondery podcast division. Oh. I know. It's my favourite podcast from Wondery, but equally maybe. Because sometimes business wars always knocks us off when they come out with a new series there, Wondery. Please. Yeah, well done, Jassy. Yeah, good decision. Now, if someone could shut down Diabetes the year, then we'd be number one again. Yes, that would be marvellous. I can't see it happening anytime soon. I mean, there's loads more in the article about Andy Jassy being pretty clear, wanting to embrace AI.
18:33It's not that Amazon has always been particularly known for creating a wonderful human experience. So, you know, it is what it is for Amazon, I think. It's a hard one talking about this, and I wanted to include it just because I think Like, we hear so much about it, we forget about the actual people. Have we talked about this for the deadly arithmetic of compassion? So we're not very good at empathising with people at scale, but, you know, one-on-one we are. Just in case the listener's not heard of that, am I right? Thinking that you say 250 ,000 people are losing their job, or 20 ,000 people are losing their job, and then Bob next door lost his job to Amazon, and you can't compute the 20 ,000, but you can think, oh, poor Bob.
19:11Is that right? Exactly. Our nervous system can't count. So we're very good at empathising on a one-to-one level, which is why charities when they're after money will always show one story of one person who is in need but my point I really wanted to include it is is for anyone who is maybe been disconnected from these layoffs of dealing with the deadly arithmetic of compassion try and think about those those people that in your network that might have been laid off that might need your help and you never know what can help in terms of just reaching out seeing if they're okay having a chat putting them in touch with people keeping you ready to the ground if there's jobs going around in your organization and um get in touch with those as well we offer one free coaching session every every quarter to somebody who is dealing with a layoff and looking at a career transition so um get in touch so yeah not not a happy happy article but important to remember that there are people out there that are really struggling right now um and don't forget that Andy Jassy is an absolute poodle for getting rid of Wonder 8 podcast division.
20:15You fool. Anyway, on to perhaps slightly more upbeat. Sorry for breaking you all down. Slightly more upbeat news. We have, after the break, the truth or lie segment. This is our myth-busting where we talk about all kinds of things that everyone goes, yeah, yeah, that's true. And then we ask our psychologist, which is my wife and co-hosts sitting opposite me now, say hello. Hello. And she will tell us whether it's true or not. So we will see you after this very, very quick break.
21:07your website, your established business, you're going to learn the latest in SEO, content marketing, social media, email marketing, conversion, optimisation, and genuine online marketing strategies that work today. So if you want real world marketing tactics from practitioners who are still in the arena building and scaling businesses, this show is perfect for you. And if you're considering using AI, which I think you should, then the latest episode looks into why AI often costs companies more than the employees you replaced. It's definitely going to check that one out. Listen to Marketing School wherever you get your podcasts.
21:43Welcome back. It is time for Truth or Lie. This is our weekly myth-busting segment. We're going to take those psychological claims you've seen everyone ask, does the evidence actually back this up? So, so far we've in this segment, we've talked about left brain creativity about three weeks ago, about two weeks ago, where the tall people are more successful. And then a week ago, we talked about Maslow's famous pyramid, the hierarchy of bees, no, knees. And we just basically dispelled that. So this week's claim comes from an event we've mentioned at the beginning in Sarajevo with the awesome Yasmin Alic.
22:15During the session, he said something that clearly resonated with the room. He said, your vibe attracts your tribe. And we were obviously sitting there with about 70 other people, similar interests, similar energy, certainly felt like there was something, you know, something about that. And also people seem to agree with it. And to be fair, Yasmin has brought together a really great group of people. So here is today's question, Leanne. Is it a truth or a lie? Does your vibe really attract your tribe? It's a catchy little phrase, isn't it? I like it. Yeah. So, I mean, the idea is pretty simple.
22:45This is the first time you've heard of this. Your vibe attracts your tribe. It's the idea that if you're being yourself, you put out your authentic energy into the world and the right people will naturally gravitate towards you, like attracts like birds of a feather all that kind of stuff yeah to a flame moth to a flame slightly darker ending on that one though um so yeah it's nice does the evidence back it up well we do have a bit of evidence that backs us up actually there's a well documented phenomenon called the similar to me effect do you know what i enjoy is when psychologists name the phenomenon something that just makes sense yes similar to me effect you can have a decent idea of what that is yeah yeah rather than going oh it's the such and such and such and such you know yeah 100 % rather than the unorthodox reverse thrusting yeah self-accapacitiveness yes i can't say that word sorry so similar to us is that what it's called similar to me effect so basically research shows consistently that people do become friends they collaborate and they fall in love with others who mirror them in important ways.
23:53So one study found that romantic partners share almost 90 % of traits, so big things like religion, political ideology, and also smaller lifestyle factors like diet, whether they drink or smoke, how much water they drink daily, and even how much time they spend on the computer. If that is true, then my parents are the exception that proves the rule. Could not be more different people. Yeah, I mean, well, we'll get on to the exception that proves the rule slightly. But yes, on average, couples are typically similar in age, ethnicity, education, and most importantly, they share similar core beliefs and values.
24:28And that isn't just about initial attraction. Similarity also predicts long-term relationship success. So people who are similar tend to agree on more things for politics, religion, how to raise children. And the more similar you are, the smoother relationship tends to be. And there's also evidence that opposites don't just fail to attract, they actively repel. So the opposite of your vibe attracts your yeah yeah there's a second part to what yasmin said wasn't there something like your clicks attract pricks or something like that no it was something like that wasn't it your vibe attracts your child yeah basically saying that you'll also repel which is what the evidence also says um so particularly when it comes to views values temperaments studies have shown that introverts and extroverts are less likely to pair up um which does kind of bust the myth that opposites attract i'm not sure how to position that in a positive way for your mom dad and then they are the exception that prove the rule yeah i'm not sure they're listening no they're definitely not um so this similarity principle that we're talking about does extend beyond romantic relationships and it's called homophily so walk into a secondary school and you'll instantly see all the cliques right groups sitting together they tend to be remarkably similar whether it be clothing or extracurricular activities um perceived popularity perhaps why do you look at me when you when you said that yeah i was with the chess club guys and all the all the it guys yeah that was me yeah research has documented this across academic performance exercise habits even problematic behaviors like boys boys boys and people do do come together with people that that they see as similar to them so the evidence of similarity attraction is very very strong but of course this is psychology it's not always that simple there are some things it depends so let's take a look at what what complicates this a little bit this is such this is such a psychologist thing and this is why i freaking love psychology but also why people get really frustrated with us so there's a critical question here al do we attract similar people or do we become similar to the people we're around so you're saying that people who are similar in that thing will it will get together and that they'll join or someone will change slightly so that they are similar to that person and they'll join that is the question is it that is the question exactly do we attract similar people to us or do we become similar to the people that we're around okay so psychologists distinguish between selection effects and socialization effects so selection effects is when we actively seek out people we perceive as similar socialization effect is when we become more similar to our peers through association.
27:06So if you're hanging out with runners, then six months later, you probably signed up for a 10K. Right. You didn't seek out runners because you're a runner. You became a runner because you were around runners. That makes sense. Does that make sense? Mm-hmm. So both processes could happen simultaneously and research actually hasn't determined which is more powerful, socialization effects or selection effects. So we're still not sure about that. Then there's the chameleon effect. Have you heard about this? No. So this was a big, a big famous study that came out in the late 90s. So basically psychologists discovered that we unconsciously mimic other people's body language, speech patterns, facial expressions and gestures.
27:43And crucially, mimicking this makes people like us more. But it's been picked up in a commercial sense to improve your influence as a salesperson, perhaps, or as your influence as a leader. But the chameleon effect was in terms of how it's been discovered does happen entirely outside of that conscious awareness. So your brain will just automatically copy someone's posture when you're trying to connect and people who are mimicked report feeling more positively towards the people doing the mimicking the interesting thing about the chameleon effect as well as it suggests that we don't just attract similar people we actively make ourselves similar to people we want to like us so i'm sure you've seen this in groups perhaps where there's a yeah a very dominant person that will that will kind of breed more of this kind of dominant behavior because people are trying to trying to mimic it highly empathetic people are actually very prone to this um so they're much more likely to to engage in the chameleon effect and then there's also um a slightly more complex side to similarity attraction which we talked about very first and the chameleon effect can sometimes backfire into unintentional mockery especially with accents um so you've heard people who will just pick up accents i also believe that that has that's linked to people who are very musical um have strong musicality they'll pick up accents of other people's which can which can either be a bit yeah it feels like you're taking the mick out of them or it can feel a bit over forced or a bit fake and unauthentic and then that lack of authenticity will then negate the similar to me effect so it's kind of a double-edged sword really if it is taken too far and there is a bit of a dark side to it as well in terms of imitating others it can then start to override your own personal values so you could um unconsciously pick up unhealthy behaviors um or in terms of certain biases or discrimination so there's a big news thing this week wasn't there about a group of young republicans of whatsapp chat was released did you see this no lots of hate speech so in terms of this mimicking because we want to be included and start to to possibly shift us into ideologies that we wouldn't necessarily have held previous to that because of the impact of of in-group bias I guess similarity does drive attraction people form relationships with those who share their values beliefs and lifestyle but it's not passive you have to actively select similar people and unconsciously adapt by mimicking these behaviors and similarity isn't just about energy or vibe necessarily it's about very concrete things like political beliefs, values and lifestyle choices.
30:23So in terms of is it a truth or is it a lie, I'm confident to say it's true. It's true. So long as we don't oversimplify it, as long as we appreciate the nuance. I have no doubt that Yasmin, who hosted this event and brought up this phrase, absolutely does. So yeah, that is, is that our first true? I think it might be our first almost 100 % true, as long as you don't overdo it. It's good for a psychologist to come down one way or another so just remind us what was it called what was the effect called we've got the similarity effect which then leads into the chameleon effect which basically means that we attract people who are similar to us and when we're around people we become more similar to them in terms of kind of group forming community based which goes back all the way to to evolution and staying alive didn't it so um yeah okay lee i think it's time for our world famous weekly workplace surgery where I put readers' questions, not readers, listeners' questions to who reads a podcast.
31:21I know someone who does read a podcast. Who? I know somebody who will probably be listening now who uses like the podcasting summary app thing that will actually read it because not as much time to listen to it. I forget the name of the app. Well, don't use it. Listen to us because if you read the summary and we don't get a download and we don't get that tantal dopamine spike. So these apps are very, very bad. Anyway, on to the world-famous workplace surgery. Oh, my God. This week we're recording this on a... Well, I can't tell you recording it early, can we? This is live on Tuesday when you listen to it.
Read the full transcript
31:55Anyway, what was I saying? World-famous weekly workplace surgery where I put your questions to Leanne. Leanne is a child's occupational psychologist. She knows an awful lot about work, and she knows also an awful lot about things we're going to be talking about today. Leanne, are you ready for question number one? I'm ready. So question number one. I think one of my remote employees is working two full-time jobs. What should I do? We're a remote team and one of my employees is performing very well overall. Their work gets done, they show up in meetings, there haven't been any major issues, but I've had my suspicions for a while they might be working a second full-time role at the same time.
32:27The reason I'm asking now is because I recently noticed messages from another company popping up on their screen during a call. Names and topics I didn't recognize, definitely not from our business. Their calendar is also blocked out far more than it should be. And I know it's not all internal meetings. However, the output's really good. So should I just ignore it? Or should I formally raise a problem and set clearer expectations about focus and availability? What's the right approach here? Lee, we have talked about this before, haven't we? We had a news story about a guy who had about eight jobs pulling in about a million pound a year.
32:58And then it all came crashing down. But this sounds, just from the point of view of the person who maybe does have a second job, this does sound a little bit naive as their first rodeo. because you don't want to be, you want to just at least mute your calendar and not make it fully shared. Anyway, that's... Lee, what's the official thoughts? Do you know, the output is good. The output is good. Is it as good as it should be? Is it as good as you want it to be? Is it getting stuff done? Do you have a policy that somebody isn't allowed to have more than one job? Oh, great question. How is that word in the contract?
33:32Is it actual hours? Is it around more outputs or projects? There are some nuances here that you need to understand really to, to really figure out if this person is being a bit naughty or whether just taking, you know, making the most of an opportunity that they've got. My thought would be your question is, do I ignore it or do I formally raise it? I'd say something in the middle, especially this first conversation in terms of just sitting down and having a conversation with them. How you find them work? Have you got enough to do? It has a workload going. Would you like anything more challenging?
34:05And then, As the conversation starts to happen, there might be some cues that you can pull up on or indeed if it's very short answers with no real details given away, then you can say, okay, I'm just wondering if perhaps you're taking on an extra side hustle or something, or maybe you start a side hustle. I've noticed some things here and there and just curious to see how you're managing with your workload at the minute and see what details they come up with. And within the context of whether actually this isn't allowed within the company and it isn't in the contract because if they've got nothing in that in terms of their their contract you're on you're on pretty shaky ground really in terms of even they do have a second full-time job as long as they're delivering the outputs that that they they agreed to so I think I just have it as a conversation maybe mention that you've you've noticed these things that they're blocked out a bit more than you'd expect why is that is there something that could be helping you with just have a very curious curiosity driven conversation your member of staff to try and find out a little bit more information but I think ultimately it comes down to your company's policy um what happens after you've had that conversation and and understood exactly what is happening with this person if they do have a second full-time job if you do have a policy then it does come into a conversation of well you know I need to bring up the fact that in your contract it does state this and that your outputs have been really brilliant so you know I can't complain there but we would expect you to prioritize this position and let that other position go or indeed there could be a world where this could be a part-time position and you just halved your you know salary and still getting the output of course that might not work for the individual there's lots of options in terms of how to handle it once you know exactly what's going on and the context in which it's happening but I'm always a fan of managed by outputs if somebody's delivering the work you need them to do and doing it to a quality level that you require my thought is always going to be preserving this employee within your business because clearly it's working I'm thinking that was for me I'd be like oh if I let this slide is everyone then going to go and get a second job and if this person is particularly good at it and they might they produce the great outputs they're probably in the minority.
36:22So I would be a little bit concerned. So at that point, I'd take your first piece of advice and go, I'm going to implement a you can only work here. Unless it's got written permission, you can only work for one job. If I was to implement that policy and send it out to people, would it retrospectively apply to this person? Technically speaking, I believe you'd be issuing a new contract of employment. So that person would then have to exactly choose to agree or not. So you could have some voluntary attrition that will happen in releasing that new policy. You can't just go, you're not allowed to do that anymore.
36:53You'd have to make a formal change to the employment contract. Interesting. Yes, which could be risky. Yeah, absolutely. If you listen to this and you are wondering about the HR angle on it, we have our friends over at the Curve Group. They usually answer our HR technical questions. So it's worth going and asking them or looking at the website. I'm sure they've got something about this. Just don't do anything silly. Don't go, oh, we'll be fine or chat GPT it because this is serious stuff. This is contracts and people, so be careful with that. Okay, question number two. How do you actually motivate your team to upskill?
37:26So this person runs a service-based business. They write, I'm realizing how crucial it is to keep our team's skills sharp. The challenge is while my team understands the value of learning and development, they rarely take the initiative themselves. I've had plenty of conversations about why upskilling matters, both for the careers and for the business, but it feels like I'm dragging people to the water and they're not drinking. what works in practice to create a culture where people genuinely want to develop their skills I think my first question is why why do you want your team to upskill and what value is that going to add to their role within the organization because I mean I absolutely applaud your your efforts here and you're right learning and development is a really important part of employee engagement a really important part of professional development and actually increasingly a really important part of recognition within our organizations and recognizing what people want to do and helping them with that so I applaud your intention this is wonderful but yeah my question is why if they understand the value of it that's good but they're clearly not connecting with what that means in terms of their outcomes so if you have a really clear development path and you say right Amanda you are on track to be or go into a management position in the next two years but during that time I'd expect to see some learning and development around self-awareness emotional intelligence having difficult conversations that type of thing then I'm going to be engaged in that learning assuming I want to be a manager because that's what I need to do to get to the next step of my career it could be that AI is something that the organization is implementing so you go guys in terms of making sure that that we're the best that we can be performance keeps going that we all have our have our job safe and secure or really important that we upskill in AI.
39:18And that actually might be where it become more mandated learning, perhaps, if it is really integral to the operations and strategy of the organization. And I've seen this before with clients I've worked with who've got the best intention. They're typically very creative, curious founders who love to learn and are always picking up a book. And they'll have things like, oh, we've got an X thousand pounds a year budget for people in training and development, but nobody uses it. I'm like, well, that's cool, but what? what prompts have you given them to use it have you brought in some training suppliers to talk about the type of training courses that they offer and what it could mean for their career are you having one-to-ones with people and learning about what direction they want to go in the future if they do want to go into management if they do want to go into a a slightly different industry or whatever it is it's understanding your person and going right okay well if that is your ultimate career goal these are the steps to get you here this is a learning development that's going to work and this is the budget we have available to it should we get you booked on some stuff particularly if you're dealing with younger employees who haven't quite figured out what they want to do yet so I think it just needs to be a lot more interactive a lot more of a kind of a two-way conversation as a manager and probably a lot more individualized in terms of you taking the time to understand what people want to do this is also going to have to take a massive amount of psychological safety and trust and security that somebody has in you as a manager because you could well have people in your organization who are really interested in learning and development but they're interested in in learning and development that is going to take them away from the job they're currently in in terms of the organization they're currently in is that something you'd invest in terms of learning and development or not if you found out that somebody wants to essentially go through a different path and leave your organization in two to three years are you still going to support them during that period of time because if they haven't got that psychological safety they're not going to be honest about what their learning and development needs are or wants are so there's a lot of complicated relationship-based psychology to this type of organizational intervention or perk whatever you want to call it but really requires much more input from you at an individual level to figure out what people want to do or at an organizational level what learning and development is going to be useful for people to have in terms of their development with the company over a period of time whether that be in terms of how the company is changing or in terms of moving up the ranks.
41:37That's why she's a psychologist. Okay, so question number three and the final one. I've just started a new job and it's full of red flags. Should I get out now? I accepted a lower level role out of necessity after six months of unemployment. I knew it wasn't ideal, but I wasn't prepared for just how bad it would be. Within my first week, my manager, who's already on their way out, was openly trashing the company from awful health insurance to the complete lack of systems or tools. Turns out they're not replacing my manager either, They're just spreading their work across an already stretched team.
42:06There's cost cutting everywhere. People are clearly demotivated and I've seen multiple decisions that make no sense if this company wants to survive long term. I'm still job hunting, but now I'm wondering, do I try and stick this one out or do I cut my losses early? How do you know when it's worth riding out the storm and when to run before the ship sinks? Lee? I'm going to keep this really simple and say at this point, I think you need to stick it out. Oh, that's not what I expected. Really? Go on. There's a couple of reasons. One, you said you've taken a role slightly under your usual level after six months of unemployment.
42:41Yes, six months. If you leave this job now, it ain't going to look good on your resume, your CV. It's just really not going to look good in terms of taking a job that clearly wasn't right or was mismatched in terms of your flow of work experience. And then to only last a couple of months before dropping out shows that it's going to put doubt in the mind of any recruitment officer or hiring manager. if you do want to apply for a role that is slightly outside of what you've done previously because they're going to question well have you got the right judgment to make that because it didn't work out previously um so i think i think that's reason one two it's already it's always easy to get a job when you've already got a job yeah that's just the truth of the matter and people are always gonna gonna be unfairly um discriminatory about people who are unemployed it's not cool it's not fair it's not correct but that is the way it is so i think for those two reasons it's important the third reason which really depends on on the type of organization your role your level of influence and who you can chat to if your manager is awful they're already on their way out good thank goodness that is a wonderful thing you've said they're not they're not planning on replacing the manager spreading the work across a stretch team not ideal but then he says some things that get my little my little senses going as a as a if I was a senior leader to think I need to hear more about this he said they're cost-cutting everywhere people are clearly demotivated and I've seen multiple decisions that make no sense if this company wants to survive long term that to me sounds like you've got a lot of potential to bring to a high level role within the organization it's going to have a massive amount of impact I would spend the next two three weeks however long it is particularly once your manager has gone and there'll be a bit more understanding of what is what is happening is just make keep notes keep um little entries and whatever it is whether you type whether you journal it in terms of what's happening what you've seen why you think a decision wasn't right the negative impact that's had why you would have done it differently what impact that could have had people are clearly demotivated it sounds like you're a manager find ways to to bring up morale and motivation start building those relationships you talked about systems and tools start looking at tasks that maybe you can help flow a bit better that's what we call task cohesion as we talked about last week i think that task cohesion can then breed team cohesion which then helps motivation and morale it sounds like there's an opportunity here for you to be part of this organization's transformation and turnaround should you want to should they last long enough and should you have the senior leaders in the organization that are open to having this conversation with you so i would say collect your data, collect your ideas, start to make little moments of influence where you can and just see how it pans out.
45:27Continue with your job hunting, continue with your searching but I think there's an opportunity here potentially depending on what you want and what the organisation can do what its appetite for change is. It's the positive side of the coin and the more negative side of the coin is it's going to look really bad on your CV if you leave this job too early. It's always easier to get a job when you have one so i would say stick with it for now particularly if you're already you know saying that you you you could cut your losses early um then i'd say yeah go and identify the problems and go with some go with some solutions particularly if you can talk to your team about some of those solutions so you've got the consensus of the group then go to whoever be the next person up and go look we've noticed that this is really clunky and the process is slowing us down i had a chat with everybody we all agree this could be a really great way forward do I have your permission to change this process over the next week and just see see how it goes or then say I've not thought about in terms of how this process currently works I need to be aware of and have that conversation you might be surprised that there'll be a senior leader up there going thank goodness finally I've got a manager that is willing to to kind of take on some of this continuous improvement work um if your manager's on the way out there's a story there isn't there I would I would hold on just for the gossip and just see how this turns out isn't that like a RuPaul thing?
46:42Yeah, exactly. I can't wait to see how this turns out. Okay, so if you have a question, thank you, by the way, Leanne. You're very well. You're contractually obliged to answer these questions, but still, I'll be polite and say thank you very much. If you have a question of your own, then check out the show notes. You can send us an email. Most of these are anonymous, but if you want to be, if you want me to shout your name out, then I'm very happy to do that. We have got, on Thursday... We've got a really great interview. We've got Danny Wareham coming on the show. He is a psychologist, an author, a coach and his new book Constellation is just out I think it was released this week last Monday um and it's really cool it is raising a question can we have leaderless organizations do we need leaders at all and the research I think it's quite surprising Al it's quite surprising I had a good old conversation with Danny and I wasn't convinced but I think I might be by the end of it yeah I'm editing the episode at the moment, his interview, and really interesting, really, really cool guy.
47:40Another fellow Brit as well from Stoke-on-Trent, I believe. Yeah, yeah. So almost like, almost northern. Sorry, Danny, you're not full northern. I want to say a fellow northerner, but with Stoke, Stoke would call themselves northerners, wouldn't they? I think Danny would, Danny's more northern than southern. Yeah, 100%. Yeah. 100%. Or is it Midlands, Stoke? I don't know. Moving on. We will see you on Thursday for a bit of Danny, and we'll see you on Tuesday for a bit more of Alan Leanne and a bit more of this ridiculousness with the occasional gem thrown in. If you haven't subscribed, then click subscribe.
48:09If you haven't been on LinkedIn and followed Leanne, go do that right now. I'll wait. No, sorry. Get your phone out. Yeah, yeah. LinkedIn app. Search for Leanne Elliott. Yeah, she's the good looking one with a lovely background. And go and click follow because she's definitely worth a follow. Some of her stuff is brilliant. Some of her stuff is not very good. No, that's not true. How rude. Anything to add before we let these lovely people go? No. Click subscribe, like, review, get in touch all that stuff don't sleep on the show notes we actually have links in there to email us to connect with us on LinkedIn and actually to book in a conversation with us and what always surprise me is we get so many guest pitches for this show surprise me that we don't get somebody just booking themselves in for half an hour and pitching there and then but no why how good would that be oh man cut that out if you don't want that to happen because you know you know you know I'm going to go who the hell is this and then they go hi i want to be a guest anyway i'm gonna go bye you
From the publisher
Welcome back to Truth, Lies & Work — the award-winning podcast where behavioural science meets workplace culture, brought to you by the HubSpot Podcast Network, the audio destination for business professionals.
Hosted by Chartered Occupational Psychologist Leanne Elliott and business owner Al Elliott, this week’s headlines dive into generational friction, AI disruption, and Amazon’s latest layoffs — plus the psychology behind “Your vibe attracts your tribe.”
🔥 This Week’s Stories
🧃 Gen Z vs Everyone Else
The Telegraph says Gen Z are ruining the workplace — dodging phone calls, dressing down, demanding safe spaces, and setting firm boundaries. But is this generational chaos or cultural evolution? Leanne breaks down what’s really going on when work expectations clash across age groups.
📰 Source: The Telegraph – Six ways Gen Z are “ruining” the workplace
🤖 40 Jobs AI Might Replace (and 40 It Can’t)
Microsoft analysed 200,000 Copilot conversations to rank which jobs are most at risk from AI. Translators top the list at 98%, coders at 90%, and even DJs at 74%. But the real story isn’t about job loss — it’s about job evolution. Al explores how automation could actually create more work, not less.
📰 Source: Sky News – The 40 jobs most at risk from AI
📦 Amazon’s AI-Fuelled Layoffs
Amazon is reportedly cutting up to 15% of its HR division as CEO Andy Jassy doubles down on AI investment. Fortune reports that the People Experience & Technology team (PXT) is bearing the brunt. We unpack what happens to trust, culture, and psychological safety when “learn AI or be left behind” becomes company policy.
📰 Source: Fortune – Amazon plans new round of layoffs
🧠 Truth or Lie: “Your Vibe Attracts Your Tribe”
Does your energy really shape the people around you — or is it just another social media myth? Leanne examines the science behind attraction, similarity, and social mirroring. From the “chameleon effect” to homophily, find out what really draws people together (and what pushes them apart).
💬 Workplace Surgery
A remote employee might secretly be working two full-time jobs — what should you do?
How do you motivate your team to actually upskill?
You’ve started a new job full of red flags — do you fix it or flee?
🧠 Support with Mental Health and Well-being
– Mind UK: https://www.mind.org.uk/information-support/
– Samaritans (UK): Call 116 123 or email jo@samaritans.org
📬 Connect with Al & Leanne
– LinkedIn: https://www.linkedin.com/company/truthlieswork
– Al Elliott: https://www.linkedin.com/in/thisisalelliott
– Leanne Elliott: https://www.linkedin.com/in/meetleanne
– Email: hello@truthliesandwork.com
– Book a call: https://savvycal.com/meetleanne/chat
