Being Skilled in Phone Communications Has Become a "Superpower"

Younger Generations at a Professional Disadvantage

In business, using the phone is the least popular mode of communications. The most popular are email and direct messaging. And 50 percent of Generation Z not only feel uncomfortable on the phone in professional settings. They also experience anxiety. Less than 40 percent use the phone at least once a week.

BOOMER EDGE

That could be both a professional disadvantage for younger generations and the unrecognized edge for the over-50. In a 2025 Harvard Business Review podcast, hosted by Lindsey Pollak on generation gaps in the workplace, being skilled in that old-medium of voice communications is cited as a “superpower.”

WHAT GEN ZERS SHOULD KNOW

Here’s an irony. Given that younger generations are on their cell phones talking a lot socially, they probably intuitively recognize the potential of inserting voice more in their professional life. Tech resource for small businesses, Techdonut points to five key strengths associated with voice communications in business: intimacy, speed since there’s no back-and-forth, less chance of misinterpretation, aura of authority and more of a comfort level than video.

I would add that phone conversations also provide unique clues about how all parties in the loop are really experiencing each other and the overall interaction. Those include tone, volume, pacing, pauses, jump-ins and more.

That high degree of transparency likely accounts for the avoidance of voice. The account executive realizes their nervousness will be obvious. Other forms of communications such as email, messaging apps and texting allow “masking.” Emojis, which supposedly transmit emotion, have become annoying.

COME OVER HERE AND LISTEN

In the days before digital forms of communications dominated, those earnest about effective mentoring would invite newcomers to the profession to observe their handling phone calls. Back then, it was through that medium that business got done.

Chair of Paul Weiss Brad Karp told The Wall Street Journal how, when a young associate at that firm, he sat side-by-side with the revered litigators. They were on their phone explaining the proposed case strategy to clients or managing other aspects of the account. Often, they would be generous enough to go the next step. That was briefing Karp on why they did what and didn’t do something else.

REVISITING YOUR COMMUNICATIONS MIX

Obviously, business should consider restoring the phone in the communications mix.

For instance, leaders and team members can identify emerging problems more quickly. On the messaging app, a key team member seems to be losing enthusiasm for the project. Someone who has some kind of bonding with them can ask for “permission” to call. The gestalt of the phone encounter can unpack plenty of information in a short period of time. Sure, there can be tension. But revealed is the source of discontent. That can be fixed.

History shows even casual phone calls can enhance relationships with clients. During COVID, when business had been in turmoil, those in professional services were encouraged to “just pick up the phone.” That was to simply ask clients how they were doing. No hidden sales agendas. To their surprise clients were pleased to hear from them. They could unload. That discovery made phoning a best practice in some agencies and firms.

GOING RETRO

How to reintroduce the phone? Here are three recommendations:

Reverse mentorships.

Businesses such as BNY Mellon and Estee Lauder created a reverse mentoring program. The objective is to ramp up the knowledge base and skills of all five generations in the workforce without any experiencing the coaching as criticism. Back at GE, Jack Welch introduced reverse mentoring for executives to get the hang of the internet and youth to gain insight into strategy.

In this situation, those over-50 can pull Generation Zers into feeling comfortable with voice and the latter can share intel about emerging trends.

Piloting

In this era of unknows there can be status in establishing internal pilot programs. No, the company doesn’t have to know everything at the front end. Even elite law firms like Paul Weiss are approaching disruption in an experimental way.

To engage the workforce, share results, positive and negative, on an ongoing basis. Seek input.

Partnering

Would a major telecommunications provider welcome coming in to introduce everything from information about sophisticated research to effective voice etiquette? It had been partnerships which helped Lego come back from the near dead in 2003.

Most businesses have to find a fresh edge. Partnership brings new resources, contacts, perspectives, best practices and followers on social.

PENT-UP DEMAND

In my own career coaching I’m encouraging clients to, yes, ask permission to pick up the phone. In the current chaos, right up there with the COVID turbulence, they’ll probably discover people need to talk. Those people could be clients/customers, supply chain partners, employees, communities and elected officials. How E.T. in that sticky film by that name got what they needed was by phoning.