Core Viewpoint - The article discusses the generational divide between older leaders like Yu Minhong and younger employees, highlighting the disconnect in expectations and experiences, particularly in the context of Yu's recent trip to Antarctica and his motivational messages to staff [22][71]. Group 1: Generational Perspectives - The younger generation, referred to as "Young Man," is characterized by a sense of disillusionment and skepticism towards traditional motivational rhetoric, contrasting sharply with the optimistic "New Boy" mentality of the past [6][23]. - This shift in mindset reflects a broader societal change where younger individuals are less receptive to inspirational messages and more focused on practical concerns, such as job security and fair compensation [26][27]. Group 2: Yu Minhong's Position - Yu Minhong's recent communications, including a letter from Antarctica, have been met with criticism, as many employees feel disconnected from his experiences and sentiments [5][13]. - Despite his past successes and contributions to education, Yu's current approach appears out of touch with the realities faced by his employees, leading to a backlash against his motivational style [50][71]. Group 3: Cultural and Structural Dynamics - The article highlights a structural mismatch in modern Chinese society, where traditional authority figures struggle to connect with a younger workforce that values autonomy and practical outcomes over idealistic narratives [31][32]. - The concept of "反老登" (anti-old boss) emerges as a cultural response to the perceived disconnect between older leaders and younger employees, emphasizing a desire for more relatable and practical leadership [34][36]. Group 4: Implications for Leadership - The article suggests that leaders like Yu Minhong must adapt their communication styles to resonate with younger employees, who prioritize authenticity and practical support over traditional motivational speeches [70]. - The need for leaders to acknowledge the challenges faced by their teams and to provide tangible support rather than abstract encouragement is emphasized as crucial for maintaining morale and engagement [60][71].

有个朋友，在互联网公司上班，昨天跟我吐槽：最近精神状态越来越差。 他的工作节奏是这样的：领导白天一个会接一个会，从早开到晚，看起来特别忙；可真正要执行的任 务，全都堆到了下班后，有时甚至拖到晚上11点、凌晨才开始干活。 更讽刺的是，如果有人提前完成任务按时下班，反而会被质疑"任务不饱和"。于是，大家只能陪着演 戏，假装很拼。 他用开会掩盖效率的代偿，是诸多公司管理者的常态。 前两天，阿里钉钉一位P8产品负责人离职了。他走后写了一篇小作文，洋洋洒洒几千字，谈战略、讲 文化、聊组织，分析得头头是道。 文章在内网刷屏，随后流出，外界反应两极。有人说写得好，也有人问：人都走了还写这么多干什么？ 老板不知道问题吗？他知道。但他没说，不是不想说，而是解决需要时间。你看，这哪是什么深情告 别？这是"思想上的代偿"：在职时不能说的话，离职后全憋出来了。 与此同时，一首十年前的老歌《李白》突然火了。 歌词里唱着：我本是辅助，却来打野。区区三万天，又能怎么样？很多人说，这是自己的状态：无所谓 啊，努力还不如不努力，反正这辈子也就这样了。 再看另一边，潮玩LABUBU也火了。 市场价从几百块炒到上百万，有钱人买很正常。但我身边月薪 ...