Careers, Ambition, and the Next Generation — with Suzy Welch

Summary

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Podcast Summary: The Prof G Pod with Scott Galloway

Episode: Careers, Ambition, and the Next Generation — with Suzy Welch
Date: August 28, 2025
Guests: Suzy Welch (NYU Stern Professor, author, host of “Becoming youg”)
Host: Scott Galloway

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Episode Overview

This episode features a deep-dive conversation between Scott Galloway and Suzy Welch about defining purpose, the nature of happiness, evolving ambition, and the major shifts facing the rising workforce. Suzy draws upon insights from her book Becoming youg and her NYU Stern class, breaking down her methodology for building meaningful, fulfilling work and lives in the face of AI’s rise and changing values across generations.

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Key Discussion Points & Insights

1. The Purpose Gap and Career Conveyor Belts

[03:01]

• Suzy identifies a prevailing lack of purpose among young graduates, comparing career choices to conveyor belts that lead to consulting or banking “by default.”
• Her NYU class and book, Becoming youg, aims to answer the foundational question: “What should I do with my life?” through a practical, non-woo-woo methodology.

Quote:

“They had no purpose...They were taking jobs, but they weren’t building lives.”
— Suzy Welch [03:01]

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2. Defining Purpose: Values, Aptitudes, and Viable Interests

[04:19]

• Purpose is not some abstract ideal but, in Suzy’s approach, “the intersection of your values, aptitudes, and the areas of economic growth that call you.”
• She differentiates between values and virtues, emphasizing that most people are unclear even on what their values really are.

Quote:

“Your purpose is at the intersection of your values...your aptitudes… and the areas of economic growth that call you intellectually or emotionally.”
— Suzy Welch [04:19]

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3. Happiness is Not a Goal — It’s an Outcome

[05:36]

• Suzy critiques the “happiness industrial complex,” advocating for the pursuit of a meaningful, productive life, out of which happiness naturally arises.
• She references Thomas Aquinas: “Joy is when the good you seek is fulfilled.”

Quote:

“I think happiness is really hard and very fleeting. So that’s just me… why not just go for a meaningful life? And happiness usually accompanies that.”
— Suzy Welch [05:42]

[07:10] Scott adds:

“THC and Netflix give me happiness, but I can only do them in limited amounts... purpose, that’s the stuff that kind of sustains you.”

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4. The “Area of Transcendence” and Maslow’s Revision

[07:42]

• Suzy uses Maslow’s concept of “transcendence” (above self-actualization) to describe a state where you feel “exquisitely alive” by aligning work with your unique purpose.
• Young people, especially Gen Z, want to “give back” and be part of something bigger.

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5. Breaking Down Suzy’s Model:

[08:45]

• Values: Core beliefs shaping big life decisions; rarely discussed or taught but fundamental.

• Aptitudes: Both cognitive (skills, intellect) and emotional (personality, how you’re perceived).

• Economically Viable Interests: The sectors where your values and aptitudes can meet market needs.

• Values formation is complex, but her practical take: “I don’t care how you got your values. My business is figuring out what your values are and helping you figure out what kind of work you should do given those values.” [11:12]

• Aptitude’s Role:
  Suzy stresses the importance of self-awareness, notably that “your personality is not the words you tell yourself about yourself.” Candid feedback (from her "Becoming youg Process") helps students see themselves as others do.

• Industry Aperture:
  Young people (and even MBAs) often have a narrow view of career options due to upbringing and groupthink. Her process is about “forcing open that aperture.” [12:43]

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6. Early Pursuit of Wealth: Risk and Payoff

[17:36]

• Scott and Suzy reflect on prioritizing money early in their careers. Suzy notes that short-term attainment in consulting/banking can plateau, whereas playing a “longer game” in your zone of transcendence can bring greater eventual rewards—though with more risk and patience required.

Quote:

“If you go on a different route and you go into a job where you’re unbelievably good at it...there’s this moment 15 years out where your line rockets up and passes their line...if you actually go into your area of transcendence.”
— Suzy Welch [19:45]

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7. AI Will Transform White Collar Apprenticeships

[21:16]

• Suzy sees dramatic AI-driven change, especially in early career consulting and banking roles (“the first five years are going away, completely”).
• Senior roles requiring wisdom and pattern-recognition are somewhat protected, but the traditional apprenticeship and “grunt work” are threatened.

Quote:

“The jobs that people have in the first five years are going away, Scott. Completely.”
— Suzy Welch [21:37]

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8. Generational Shift in Values

[22:44]

• Gen Z and Gen X value “self-care (eudaimonia), creative self-expression (voice), and helping others (non city)” highest—values not well-matched to old-school consulting/banking.
• Employers continue to want affluence and achievement-oriented hires, creating a clash.

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9. Recognizing When You’re Off Track (“The Oh Feeling”)

[24:17]

• Suzy’s “hack” for knowing when to change direction: If you keep experiencing a persistent disconnect between your values and your job/culture, pay attention to the “oh feeling.”
• She shares her own story as a crime reporter, loving the job details but recoiling at the values mismatch in newsroom culture.

Quote:

“The way values disconnect show up is with an ‘oh feeling.’ And so I’d say listen to it. Highly technical, I know.”
— Suzy Welch [25:16]

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10. Preparing for the AI Future: Education and Self-Knowledge

[29:37]

• Scott asks how schools and society should adjust when AI erases traditional entry-level jobs.
• Suzy suggests education must pivot to “radical self-knowledge” — making graduates experts in themselves (values, aptitudes, personality), not just in skills that may soon be obsolete.
• Human experience and “love” are, she speculates, “the only things that last through all of this.”

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11. Funemployment and New Ideas of Work

[31:38]

• The Gen Z notion of “funemployment”—treating employment gaps as periods for rejuvenation and self-care instead of anxiety—initially shocked Suzy but now makes her question deep-seated beliefs about work and its role in life.
• Companies may soon “fight for the 2%” of Gen Z who still value affluence and achievement as top priorities.

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12. Parenting & Accepting Individuality

[33:40]

• Being a good parent, in Suzy’s view, means “reconciling yourself earlier” to the fact that your kids are not you—and never will be.
• She shares a story of her son, a brilliant student who failed in consulting but found his place working on Dungeons & Dragons—something Suzy resisted at first but ultimately accepted.

Quote:

“The moment of truth for me was when I thought, I can’t get up there and teach that we shouldn’t be judging each other’s values and be judging my kids...You’re happy, you’re healthy, you love me, you come home for Thanksgiving — all’s good. Everything after that’s just ice cream.”
— Suzy Welch [34:30]

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Notable Quotes & Moments with Timestamps

• On Methodology Over “Woo Woo”:
  “I'm about getting people into career paths that are not drudgery and that are not the onslaught of nihilism which is afoot.” — Suzy Welch [05:02]

• On self-knowledge as the emerging currency:
  “Wouldn’t it be crazy pants if what you learned at school was a huge amount about who you are?” — Suzy Welch [29:42]

• On the future: “The only thing that’s going to last through all of this is love. It’s just the one feeling that a machine cannot replace.” — Suzy Welch [31:07]

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Timestamps for Key Segments

| Timestamp | Topic | |-----------|----------------------------------------------| | 03:01 | Origins of Becoming youg and career confusion | | 04:19 | Suzy’s definition of purpose | | 05:36 | Happiness as a byproduct | | 07:42 | The “Area of Transcendence” concept | | 17:36 | Wealth-seeking career choices | | 21:16 | Consulting, banking, and the future of AI | | 24:17 | Knowing when to leave — the “oh feeling” | | 29:37 | Preparing students for a disrupted workforce | | 31:38 | Gen Z and the rise of “funemployment” | | 33:40 | Parenting and accepting your kids’ differences |

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Takeaway Messages

• Purpose Is Practical: Find where your personal values, aptitudes, and market opportunities overlap.
• Happiness Follows Meaning: Chase fulfillment through meaningful work; don’t chase happiness directly.
• The World Is Changing Fast: Traditional career paths and values are shifting; know yourself and remain adaptable.
• Self-Knowledge Is Critical Currency: The best investment you can make in the AI age is to deeply understand yourself.
• Parental Wisdom: Celebrate what makes your kids different and support them in becoming fully themselves—even if their path looks vastly different from yours.

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Summary prepared by podcastsummarizer.ai — for those who want the TL;DR with all the insight.

Transcript

[A]

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[A]

Go.

[B]

Welcome to the 363rd episode of the Prop G Pod. What's happening? It's Scot Free August, but we're still bringing you thoughtful conversations all month long. In today's episode, we speak with Susie Welch, an award winning professor at NYU Stern, a three times New York Times bestselling author and host of the podcast Becoming youg with Susie Welch. We discussed with Susie why happiness is an outcome, not a goal. How to build a career that aligns with who you are and what AI means for the future of work and meaning. Professor Welch is just an interesting person and I really enjoyed trying to figure out. I think a lot about happiness because I struggle with it, but I love the idea that it's not. We're studying to the wrong test. Anyways, with that, here's our conversation with Susie Welch. Professor Welch, where does this podcast find you?

[A]

I am in Santa Monica, California.

[B]

Let's bust right into it. Your new Book Becoming youg is based on your popular class at NYU Stern, where we're colleagues. What is the core idea behind the book?

[A]

The book grew out of a sense that there was something missing for people who were coming out of college and graduate programs. It was just. They had no purpose. They were taking jobs, but they weren't building lives. And this felt familiar to me because it's not like it's a. Even though it's a growing phenomenon, it's a really. It's not a new phenomenon. And I've thought, geez, when I was in business school, I wish I'd had a class to help me figure out what to do with my life. Because I just got on the conveyor belt to consulting, and I was deciding between consulting and banking. And so I had this idea to come up with this class that would answer the question, what should I do with my life? What the f should I do with my life? And I brought it to our shared idol, Raghu, the dean at the time at Stern, and he said, let's give it a try. And so the idea was that there would be a methodology. I hate all the woo woo BS out there telling people to live their purpose and even worse, gak material to live their passion, which I revile like you do. And I thought, maybe there's a methodology to help people figure out what the they should do with their lives. Let me try it. And it went from there. And I started to do it, and it wasn't an experiment for very long because people kind of needed it.

[B]

Define purpose. Like, what if someone says, I haven't found my purpose? How do you dissect what that actually means?

[A]

All right, well, I have my definition of it. I mean, there's philosophical definitions of it. I mean, and I hear them all the time because this is the pond that I swim in. And I hear all sorts of philosophical. But I'm actually a really practical girl. I'm a really practical person. I have four adult children. I needed an answer for them. And so the way I define it, and you can take it or leave it, but the way I define it is that your purpose is at the intersection of your values. And nobody knows what their values are. Nobody. I mean, I'm researched to prove it. But your values, which I have a really strong definition of. Not virtues values, your aptitudes, which is your cognitive and emotional wiring what your personality is and what you're actually wired to do. Are you specialist or generalist? And then the areas of economic growth that call you intellectually or Emotionally and in that, at that overlap, which is incredibly beautiful, rare, gorgeous real estate, that's where your purpose is. And you can get really philosophical and you can get really woo woo about it, but that's not what I do. And if you want that, there's lots of people you should go talk to. But I'm about getting people into career paths that are not drudgery and that are not the onslaught of nihilism which is afoot.

[B]

Professor, you opened your book by saying happiness is not a goal, it's an outcome. What did you mean by that?

[A]

Well, I'm the sworn enemy of the happiness industrial complex, although I have friends, good friends who are part of it. But this whole sort of optimism peddling and sort of like you've got to chase your happiness, chase your bliss. And so I am with Mother Teresa on this one that I think happiness is really hard and very fleeting. I'm not even sure you can be happy for that long. So that's just me. And so I think sort of a more attainable goal and one that I advise my students to go for is, is a meaningful, productive life, which I think is your best guarantee of happiness. I kind of like the Thomas Aquinas quote that joy is when the good you seek is fulfilled. And I think that if you are living in this territory I described at the overlap of your authentic values, again with the caveat that you gotta find out what those are, your aptitudes and your economically viable interests, you're more likely to have a meaningful, productive life. And then happiness is likely the outcome of that or the byproduct of that. But to chase happiness, I think it's kind of ill advised. Look, I want people to be happy. I mean, it's not like I'm like, you know, the happiness bully here. It's not like I don't want people to be happy. I want people to be happy. But I'm a person who, like many people, have had everything going for you that should make you happy and not been happy. Right? Because people that you love die and other crappy stuff can happen to you or you get a kid with anxiety or whatever. And so since happiness is kind of a difficult thing to hold onto, why not just go for a meaningful life? And happiness usually accompanies that.

[B]

When it does, when it does, I relate to this. THC and Netflix give me happiness, but I can only do them in limited amounts. It's trying to feel a certain sense of comfort, absence from anxiety, purpose. That's the stuff that kind of sustains you, you describe in the book that there are three parts to becoming you. Values, aptitude and economically viable interests. Break all of that down for us. And you also, you also talk about something called the area of transcendence. What is that? And how does someone find theirs?

[A]

Okay, so the area of transcendence is that purpose stuff that I was talking about that's at the intersection of your values, your aptitudes, and your economically viable interests. We call it area of transcendence. I used to call it area of destiny, and then I didn't like that very much. I call it area of transcendence because our old friend Maslov had the hierarchy of needs, okay? And at the top he had self actualization for like 14 years after he first came out with the theory. He was at Brandeis as a professor and he called it self actualization. That's real Oprah territory. It's fine. The problem was that I wasn't finding that that's what my students necessarily wanted. They wanted to do something beyond self actualized. They wanted to give back. And you can say what you will about Gen Z, but they have this impulse to be. To give back and to be connected to something larger than they are. And he actually revised his hierarchy of needs in sort of the last years of. To say there's actually something above self actualization. Self actualization plus what he called cosmic connection, which is being part of something larger than yourself, is what he called transcendence. And so I call this sort of when you find your purpose, you are in your area of transcendence. And you know what, it feels that way. Like there are moments when I'm in it, and I would say I'm pretty damn close to it most of the time. And you feel like you're gonna levitate. You feel like you're exquisitely alive, exquisitely alive. And that's your area of transcendence. And it exists at the intersection of these three data set. You will. So the first place we go is values. And can I just be like a broken record and say my whole life has been a journey? I mean, I wrote my PhD thesis about how the journey that I went on to figure out what my values were. Because I grew up in a family and I thought I must be adopted. And there was like one, because they were so different from me. And the one sort of mitigating factor on the fact that, like, I was convinced I was adopted is that I was the literal spitting image of my grandmother. Like, you could put our faces right next to them and Then I would say, I must be adopted in this family. I would say, yeah, look at Nana. And we were like pictures of each other. So how could this be that I was so different from my family? This was the beginning of my journey to figure out what's going on. Of course, I finally got to a little. We have different values. I love my family, by the way. They're fabulous. And we can love people with different values all the time. So values, big academic topic that has never somehow passed the fourth wall into the general population. And so part of my work, and part of the work of becoming you is saying, look, there's 15 human values. Everybody has a different level of them. You've got a kind of values DNA profile. What are your values? Are they achievement, belonging, beholderism, non Sabbath? I mean, we've got these 15 and find out who you really are. And look, the word values has been hijacked by the political discourse. You know, Christian values, progressive values, conservative values. And nobody, everybody's afraid of values. And you're never taught what values are in school, even though they're the most important piece of data about yourself. And so the part of becoming you is teaching people what values are completely separate from virt, of which we should all have more like kindness and integrity. Values are these choices that we make about how we're gonna live our lives, who we're gonna marry, how much we're gonna work, the sort of. The beliefs that we have that drive what we do with ourselves. And this is the last moment I'll nerd out on you, I think, which is that there's a whole school of research around values formation, which is how we come by our values. Like, is it trauma? Is it culture? Is it right? There's a huge school of academic research and sociological research on how we come by our values. And I don't really care about it. I don't care how you came by your values. I think it's sort of vaguely interesting. My students are always trying to tell me how they came by their values. And I say to them, you know, take it up with your therapist. I don't. I don't. That's not my business. My business is figuring out what your values are and helping you figure out what kind of work you should do given those values. But that's not enough. You gotta know what you're good at. Because I don't care if your values are fame, if you're a really bad singer, you know, it just doesn't make any difference. So we have eight big Cognitive aptitudes. I'm not telling you anything you don't know, and there's testing for them. But I actually believe that the harder part is figuring out what our emotional aptitudes are like, what's going on with our personality and how the world experiences us. One of the hardest messages I have to tell my students is that your personality is not the words you tell yourself about yourself. Like, I'm kind, I'm generous, I'm a great listener, I'm a really good friend. Well, maybe you are, but how's the world experiencing you? And I think everybody would agree you can be great at a job because of your personality. And you can suck at a job, pardon my French, because of your personality. But you gotta know your personality. And one of the most shocking experiences for my students and one of the most shocking parts of the Becoming youg Process is when people are confronted with how the world is actually experiencing them. So you got that data set, you got your values, you got your aptitudes. And then the third data set is what are the industries and jobs within those industries that are calling you now? Look, here's the problem, students. Apertures. And everybody's apertures get smaller and smaller as they get older. You just think these are the five jobs available to me. There's incredible research that shows when kids come out of high school, they think there's five jobs and two of those jobs are their parents jobs. And then the other ones are like teacher and fireman or whatever. And then you think college would really open the aperture, but it doesn't because of groupthink. And then God forbid you should go to get an MBA because then the aperture closes down to two jobs, consulting and banking. And so part of the becoming you process is just a force open that aperture. There were my sound effects on forcing open the aperture. And then you get all that data and you and you do the hard work of looking at the center of it. What's the overlap? And that's where you got to go.

[B]

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[A]

ECZEMA isn't always obvious, but it's real. And so is the relief from EBGLIS. After an initial dosing phase, about 4 in 10 people taking EBGLIS achieved itch.

[B]

Relief and clear or almost clear skin.

[A]

At 16 weeks, and most of those people maintain skin that's still more clear at one year.

[B]

With monthly dosing, EBGLIS Librekizumab LBKZ a.

[A]

250Mg 2ml injection is a prescription prescription.

[B]

Medicine used to treat adults and children 12 years of age and older who.

[A]

Weigh at least 88 pounds or 40.

[B]

Kilograms with moderate to severe eczema, also called atopic dermatitis, that is not well controlled with prescription therapies used on the.

[A]

Skin or topicals or who cannot use topical therapies.

[B]

EBGLIS can be used with or without topical corticosteroids. Don't use if you're allergic to ebglis. Allergic reactions can occur that can be severe. Eye problems can occur. Tell your doctor if you have new or worsening eye problems. You should not receive a live vaccine when treated with Epglis. Before starting Epglis, tell your doctor if you have a parasitic infection searching for real relief. Ask your doctor about EPGLIS and Visit or call 1-800-LILYRX or 1-800-545-5979. So one of the nice things about Stern, where we serve on the faculty, is at orientation, they say, oh, your professors want to see you drop by their office during office hours. The bad news is the students actually believe that and they stop by. I can't imagine how many people swing by your office hours and want to sense that. What is kind of life coaching or therapy? And so I'll go back to when I was a second year business school student and if I'd taken your class, my objective was very singular, which is good. I wanted to make a shit ton of money. That was all I wanted. I had grown up without money. I was worried at that time about taking care of my mom. I wanted the accoutrements of wealth, experiences, power, broader selection, set of mates. All of that really appealed to me. If I came in and said, professor Welch, my mission here is to just be as economically viable or secure as possible, what would you have said back?

[A]

First of all, I had the exact same set of values when I was at business school. I wasn't looking for a mate because I was already married to my first husband then. But I was driving a car where I could see the highway through the floor. And the dean of HBS came to me and he said, susie, you're going to be an academic someday. Why don't you just stay right here at HBS and do it with us? And I thought to myself, and no effing way, I'm poor and I want to be rich. And I wanted, I was so poor, I had paid for business school out of pocket and I wanted to go to Bain because Bain was gonna take care of my dad. And so I had the same values as you did. That's not every student, okay? I had plenty of classmates who had money and that wasn't their concern. So if you'd come to me and you said I wanna be rich, I would've said, well, we don't need to use the values bridge to tell. I have a test that everybody takes called the values bridge, which I developed, which tells you your values. Because most people have a lot of junk between them and their values. Most people don't admit they wann be rich, by the way, professor, they don't admit it out loud. There's a little stink off of it with the youth today. But your number one value would have been affluence then and probably second to that would have been achievement, which is seen success. Success that other people see winning, in other words. And I would have said to you, well, you know what? You are the perfect person to go into banking or consulting. Let's see if you're good at that. Let's see if you actually have the aptitudes for those jobs. And then I would have asked you, does it in any way interest you? So my problem was that I went to Bain because I wanted to make as much money as I possibly could. I was deciding between Bain and Goldman Sachs, and because I was a Baker Scholar, Bain paid me more, blah, blah, blah. And I went there and I was okay at the work, but they ended up putting me into client services because actually I was just much better with the clients. I was just good at making rain and bringing in the business. I did it for seven years and I made the money I needed to make. By that time I had four children and I had to get out of Dodge because in those days there was no partner track for people with babies. But the work didn't interest me at all. And so I would have been not. I shouldn't have done it, I mean. And in fact, what I didn't understand, I show this slide to my students that freaks them out. There's like, you could hear, there's like a pall in the room. Okay, and this is, let me try to describe this slide. It shows what your life looks like if you go into consulting or banking. And it shows that for the first 15 years you're making quite a lot of money. And then sort of 15, 20 years out, your money sort of plateaus. You become partner and you kind of plateau at a certain amount. But if you go on a different route and you go into industry or you go into a job where you're unbelievably good at it, okay, you sort of, at the beginning years, you're making nothing. You're making like $40,000 to there, $200,000. But at a certain point, if it's your values and your aptitudes and it calls you unbelievably, there's this moment sort of 15 years out where your line rockets up and passes their line and you have the potential to make so much more money if you actually go early on into the area. That's your area of transcendence. It just take while. I mean, I could think of a million examples of this, but they just think, they take this sort of short term solve for their money desires and needs and they're not ever going to get the money that they truly desire. They're private jets, they're one helipad per child kind of money desires. If they go into consulting, but they will have two BMWs in the garage in Greenwich, Connecticut.

[B]

There you go. So I started in investment banking at Morgan Stanley and then started a consulting company in my second year of business school. I'm curious because I'm not sure I know how to articulate this. What do you see as the primary qualifications or skills that distinguish someone who would be good in banking versus someone who'd be good as a consultant?

[A]

Let me say that I could have answered that question six months ago, but all those jobs are going away now anyway. I think that what's going on, what I did, look, I was seven years as a consultant and everything that I did can be done by AI now. Everything.

[B]

Really? You really think it's that dramatic that you think consulting firms are going to be a shadow of their human capital?

[A]

I think the jobs that people have in the first five years are going away, Scott, Completely. Here's the thing is the jobs later on are not going away because a consultant with 25 years of experience has wisdom and has something. I'm rubbing my fingers together. They have something that they kind of know. Like there's this pattern recognition that they've seen. They've seen the people who blow up. They've seen the mergers that don't work. You don't have that. So in your early years, you're doing all this grunt work which can now completely, not completely, but can largely be done by AI and will be more and more done by AI. But the only way you get to that wisdom is to have done the junky work at the beginning as you kind of are observing out of the corner of your eye how the real work's getting done. And so there's something about to go on that's going to blow up both those industries and those jobs are going to. I don't know what's going to happen. And I think that I could venture a guess about. About what's. There's more ways to succeed in consulting than there are ways to succeed in banking. In banking you just gotta be very good at finance. I mean, finance is just a skill. It's a knowledge, it's a way of brain, it's a numerical reasoning kind of stuff. You can get by in consulting without that because you can be good at other stuff. But I think all the jobs and I will further say this, I've got a ton of data on values now because 15,000 people at this point have taken the values bridge and so we have a. And I can cut that data by generation. And what we're seeing is that Gen X and Gen Z are real youth have very distinct top values. Their number one value is what we call eudaimonia, which is self care, everything that feels really good. And then their second top value is voice, which is creative self expression. None of these values are being expressed by the way, in their consulting and banking jobs. And then their third value is what we call non city, which is helping other people. But I did a big survey of hiring managers at banks and consulting firms and the last thing they want are people who've got eudaimonia voice and helping other people as their top values. And they want people who want affluence and achievement. They want the young Scott Galloway is what they want.

[B]

And when are there certain. I want to come back to AI in a second, but are there certain signposts or tells as you're advancing through your 20s and workshopping your career around? This is when I should leave. This is when I should switch careers. Maybe I'm pretty good at this. Are there hacks or code breakers? What are the patterns you should be looking at as a young man or woman around where you're going to find your purpose, so to speak?

[A]

I'm going to give you a highly technical answer. An oh feeling is your first hack. Oh, feeling like I was a reporter in Miami. I had worked at the college newspaper, the Crimson, and I thought, well, the only thing I can really get paid for with my fine arts degree from Harvard, the only thing I can ever get paid for is writing. Guy's a decent writer. So I go up to the Miami Herald and I'm a crime reporter. They put me on the police desk. It's fantastic. Started every day in the morgue, would walk down the bodies at the morgue. This was very exciting. And we'd find out each person, how they died. This was in the middle of the Miami Vice era. And I loved everything about it because I had so much opportunity and the people were so fun and interesting, all the young reporters. And Miami was a fantastic place to live. I lived there for a bunch of years when I graduated from college, and everything about it was kind of fantastic. I had a lot of opportunity because Nye Ritter had had a big strike and they had fired all the reporters. So all these young reporters who came in from college, we all had huge amount of opportunity. We're all on the city desk, so forth. But I had a big oh feeling sort of one year in, which is I thought that reporters were mean. I thought that they were hypocritical in that every reporter I knew was filled with vices. Drinking, smoking, and cheating on their spouses. And yet they were in the business of calling out sort of public officials who did the exact same thing. And then I thought, God, they're just hypocrites, and they're really mean. And I'm kind of this, like, sort of sincere gal, and I don't like being mean, and I don't like sort of openly criticizing people when I'm doing. When I'm the same sinner that they are. And this was sort of this oh feeling. Anyway, it took a couple of years for me to say I'm in the wrong, even though I think reporting is great. And I loved my friends there. I loved the fellow reporters that I had. They were so cool and interesting. But I had a values, a gigantic values disconnect with the values of other reporters. Like they were lone wolves. And I'm, like, big on the value of belonging. Like, I'm a big group girl. Like, I love going to church kind of thing. Okay. And there was just a lot of values disconnect. And the way values disconnects show up is with an oh feeling. And so I'd say listen to it. Highly technical. I know. I mean, this is why I created the values bridge test. Because people don't listen to their guts. They shut it down. They. They put their fingers in their ears.

[B]

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[B]

We'Re back with more from Susie Welch. So let's return back to AI it sounds like you believe that at least in the short run, there's going to be a lot of job destruction among these information intensive industries, including banking and consulting. As Americans, we always like to think there's an answer. And there may not be an answer here, but if you were advising the administration, Secretary of commerce, or I guess the business school on how do we prepare these kids to get past that first five years when there isn't going to be that apprenticeship, that training. I was in the analyst program at Morgan Stanley and I was not very good at it. And it was so good for me though, because it taught me attention to detail, it taught me discipline, it taught me just how unfair the corporate world was, which I think is a really important lesson that that people aren't just going to like you. No one owes you a living and you're going to have assholes and injustice the rest of your life. That's called the corporate world. What do you think? Are there solutions or safety measures we should be implementing around the way we teach these kids or government programs? If we're this destruction of first year or jobs out of undergraduate or graduate institutions, what advice would you have to Soften the blow that's coming here.

[A]

I think the answer is that you have to get very good at knowing the one thing that you'll. The one and only thing you'll ever know for sure in this world, and that is yourself. I think that you graduate from school and you know about everything that is unimportant and changing and that wouldn't it be crazy pants if what you learned at school was a huge amount about who you are? I just don't think. I think we go into therapy and we take years to learn that. Whereas there are a lot of shortcuts to where we can learn what our values are really fast with, can learn what our aptitudes are. Imagine if you just walked outta school knowing about your software and knowing what your personality was. Look, I always say your currency is your currency, okay? The more you know about the world, the more you are valuable to an organization. And yet with all the information coming at kids today, they're like this. They're like crouching down. They don't want to hear it. Like, I sort of crowdsource in my classes. What do you read? What do you watch? Besides you, Scott. Professor Galloway. They're not watching much else. Maybe they don't need to, but like they gotta be retching open their apertures to know what's going on in the world and see around corners. And so business school is teaching people a lot of stuff that may not be relevant one year after they're out. And so I think that's one thing that's gotta really change. I also think I was at a conference and the great Barry Diller was speaking and he said right now at the board level, we're riveted on finding out more about ways we can invest in the human experience. Because the AI and all of its variations is going to replace everything but the human experience. I think maybe the only thing that's going to last through all of this is love. It's just the one feeling that a machine cannot replace. Is that feeling when you fall in love with somebody or just that feeling of how good it feels when you're doing something with someone you love? I think that that's. There's gonna be industries that grow up oddly around experiences that you can only have with another person in the room. Maybe it's not true. I hope it is.

[B]

A couple years ago you noted a trend called fun employment among Gen Z workers. What is fun employment and how has it evolved since then?

[A]

Maybe the first time a professor actually screamed, screamed in a classroom At Stern, I just screamed. So I was talking to my students about what they were gonna do and this one student raised her hand and she said, I'm gonna do X and then I'm gonna have some. And she kept on talking and everybody understood what fun employment was. And I said, wait, wait, wait, stop. And I said, what did you just say? She said, you know, fun employment, the fun you have when you're unemployed. And I like literally like let out a scream because I come from an era where when you're unemployed you're unbelievably neurotic and freaking out and you're thinking about when you're going to get your next job. And like there's nothing fun about unemployment. But this was this new notion that unemployment could be really fun and you would just do a lot of self carry kind of things in that period and then you'd go back to work, which you would have some drudgery in until you went into your next period of fun employment. And so I think, look, I've learned a lot from my students and I've stopped screaming when they teach me these notions. And I've tried to sort of extract myself from having. And I try not to have any judgment about it. It's fine. Maybe they're right. Maybe I've been wrong my entire career and that we should be living and thinking that way. But for me, work was light. It still is. I mean, that's all my meaning. I love work and I. And my career has been. And what I'm doing is really my momentum. But maybe we have a new brave new world where that's just not true. Very many people now the data would suggest that that's true, but there are 2% of Gen Z that have the exact same values that the baby boomers have. And maybe it's going to be a bloodbath with companies fighting for those 2% who care about achievement and affluence. We'll see.

[B]

And just as we wrap up here, professor, as someone who's obviously taught a lot about purpose and management and also you said you have four kids.

[A]

I do.

[B]

How do you bridge this or what takeaways do you have or advice do you have for parents that you've, you know, defend overlap with sort of management and finding professional purpose and trying to be a good parent.

[A]

You know, parenthood's messy. I have four children. I'm a grandmother now. I got, my oldest son is 36, my youngest is 30. I think for parents the hard thing to understand and I wish I had known it 10 years before I did or 20 years before I did, which is that it's really hard when you realize your kids are not like you. And that's the moment of truth. And so I guess I would say it's like reconcile yourself earlier in the process rather than later to understanding they're not going to be you and then go from there.

[B]

That's really interesting. I like the way you framed that. For me it was, maybe it's the same thing. I assumed that my kids would be so fascinated with me and they'd have this natural. They would inherit a love for CrossFit and World War II films. And then you figure out, no, they're not into that stuff. And if you want to be a good parent, you have to get into their stuff, not expect them to be into yours.

[A]

You got to enter their reality completely. And then it's really hard not to judge our kids. And then the moment, like I have four kids who have got what you might call low work centrism and they're just not interested in work that much. It's not the center of their lives. And the moment of truth for me was when I thought, I can't get up there and teach that we shouldn't be judging each other's values and be judging my kids. And I had to say, okay, you're happy, you're healthy, you love me, you come home for Thanksgiving, all's good. Everything after that's just ice cream.

[B]

Yeah, I wish I had that self actualization. It reminds me of this quote I just saw that just cracked me up. I have 14 and 17 year old boys and one's about to take the act. And you know, for a long time they said all these tests had real cultural bias to them, which is probably true. And I remember I read this thing saying that standardized tests are inherently biased against kids who don't give a shit. That just totally cracked me up because my son is, you know, he's studying for it and he's focused on it, but he's not. I'm sitting there going, you realize the difference between UVA and the University of Richmond is how you do on this test, right? And he's kind of like, like just not that worried about it. I guess that's a superpower. I don't know.

[A]

I had a really smart kid, my oldest kid, incredibly smart, great scholar, went to Stanford, did incredibly well there, got a job in consulting, got fired because he just didn't give a flying, you know what. And you know what he does now? He does marketing for Dungeons and Dragons. Okay? That was his passion. Dungeons and Dragons. We got so mad at him. I screamed at him so loud that my vocal cords burst. And I said, you know what? Go write the CEO at that company that makes that fricking game that you love so much. And he's never seen, you know, like, whatever. So he wrote him, this is 14 years ago. And the guy looked at me, he said, we don't care that you went to Stanford. We'll put you in the basement on the phones. And he did. He started in the basement doing customer service for Dungeons and Dragons, and now he's doing marketing there and he's in his. You know, I had to come around to that. He was never gonna come around to where I was. And things are really good now. Now they weren't for a few years, but they're good now.

[B]

Things are really good right now. I like that. That's a good place to end it. Susie Welch is an award winning professor at NYU Stern, a three times New York Times bestselling author, and host of the podcast Becoming youg with Susie Welch. Her latest book, Becoming youg the Proven method for crafting your authentic life and Career is out now. She joins us from Santa Monica, Los Angeles, the great state of California. Professor Welch, really appreciate your time today.

[A]

Thanks so much, Scott.