775: How to Motivate Younger Employees, with David Yeager - Coaching for Leaders Recap

Podcast: Coaching for Leaders

Published: 2026-03-23

Guests: David Yeager

What Happened

Complaints about younger generations are not new and have been recorded throughout history. David Yeager, a professor of psychology at the University of Texas at Austin, points out that each generation views the next as worse off, a trend supported by 70 years of national surveys in the US.

David Yeager's research focuses on interventions that affect adolescent behaviors such as motivation, engagement, healthy eating, and mental health. His work emphasizes the importance of high demand and high support leadership styles, which are critical for motivating young people.

Yeager introduces the concept of 'wise feedback', where feedback is coupled with high standards and a belief in the recipient's potential. This approach helps young people interpret feedback as constructive rather than critical.

Psychological safety is another crucial element for young people, allowing them to explore and learn without fear of judgment. Attachment theory supports the idea that safety is a precursor to exploration.

Young people's concerns about status and respect are as fundamental as basic needs for infants. These concerns can manifest in behaviors like not eating or engaging in activities like gaming all night, often dismissed as trivial by adults.

The book '10 to 25, The Science of Motivating Young People' by David Yeager provides insights into these dynamics. It is applicable not only to teenagers but also to adults who feel their status is threatened, as demonstrated by a general counsel of a Fortune 100 company finding it helpful when giving feedback to junior lawyers.

Relationships can have do-overs, a concept David Yeager learned from parenting coach Lorena Seidel. Proper communication can correct mistakes in interactions, whether in parenting or management.

Key Insights

• David Yeager's research highlights that every generation perceives the next as less capable, a belief consistently documented in US surveys for 70 years.
• High demand and high support leadership styles are effective for motivating young people, balancing the need for standards with necessary support.
• Feedback is often perceived as criticism unless coupled with a clear statement of high standards and belief in the recipient's capabilities, known as 'wise feedback'.
• Status and respect are fundamental needs for young people, akin to basic necessities like food and sleep for infants, influencing behaviors and well-being.