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Mitali Sharma says she hopes to become a better employer by avoiding workplace behaviors she experienced from senior colleagues. In a report published by Hindustan Times on October 2, 2026, she describes four examples: turning a work disagreement into a personal criticism, expecting juniors to run personal errands, treating employees as careless for stopping at their scheduled hours, and demanding flawless work from freshers without adequate instructions. Hindustan Times says it has not independently verified the social-media claims and does not endorse them.
What workplace behaviors did Mitali Sharma describe?
According to the Hindustan Times report by Mahipal Singh Chouhan, Sharma’s account grouped her experiences into four behaviors:
- Making a disagreement personal: After Sharma pointed out a mistake, she says a senior brought her social-media use into the professional disagreement.
- Using seniority to demand personal errands: She objected to juniors being expected to handle seniors’ personal tasks because of workplace hierarchy. She distinguished an obligation imposed by seniority from voluntary help between friends.
- Shaming people for respecting their hours: She said workers were called careless or less hardworking when they pointed out that their scheduled work hours had ended.
- Expecting freshers to know unstated procedures: She criticized expecting new employees to perform unfamiliar tasks perfectly without instructions, then reprimanding them for asking questions or making mistakes.
These are Sharma’s reported recollections, not independently established findings about the people or workplace involved. The report does not provide evidence that the incidents occurred as described, and the examples should not be generalized to all managers or to any generation.
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What did she say about becoming a boss?
Hindustan Times attributes this statement to Sharma: “Gen Zs are going to be better bosses because here are subtle acts of toxicity my seniors have done with me which I will never do when I am the employer.” Her point is aspirational: she says she intends not to repeat behaviors she considers harmful if she becomes an employer. The available reporting does not separately establish access to the original Instagram post, so the quote is presented as Hindustan Times reported it.
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Does this show Gen Z will be better managers?
No single personal account can establish that an entire generation will be better at management. Sharma’s story is one person’s perspective; broader reporting presents generational expectations as a debate about workplace norms, not proof that one age group will outperform another.
In an April 5, 2026, Quartz article, author and 15Five vice president Anthony Onesto said, “Gen Z isn’t afraid to challenge norms,” and that its approach to work, boundaries, and transparency is “rewriting the rulebook.” Those are Onesto’s views, not a measured conclusion about every Gen Z worker. The same article quotes business strategist Robert Bates describing the coming tension as “not simply older leaders versus younger workers” but “a clash between two leadership formation environments.” These perspectives suggest a more useful question than which generation is inherently better: what expectations and management habits are leaders bringing into the workplace?
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What does workplace research say about the gap in expectations?
Deloitte Digital’s 2023 report surveyed Gen Z employees and their bosses. In that study, 41% of Gen Z respondents did not believe their boss understood their generation. Among bosses surveyed, 33% strongly agreed they knew what their Gen Z employees wanted in the workplace, while 24% strongly agreed it was easy for them to deliver it. These figures describe respondents in that report; they should not be treated as population-wide estimates.
The figures point to a gap in reported understanding and confidence, rather than proving its cause. Deloitte Digital’s practical discussion emphasizes specific management behaviors: explain tasks during onboarding, support time off, communicate regularly, coach employees after mistakes, and protect them from overwork. The report also shares participant David’s account of a manager who helped distribute workload, taught him after mistakes, remained available for questions, and made sure he did not overwork. That is an individual example published by Deloitte Digital, not a guarantee of results in every workplace.
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What can managers take from the examples?
Sharma’s account and Deloitte Digital’s discussion point to a few concrete practices managers can apply without treating one viral story as a universal diagnosis:
- Keep feedback about the work: Address the specific mistake or decision rather than bringing unrelated personal behavior into a professional disagreement.
- Make requests for extra work explicit: Explain what is needed, why, and how it fits alongside existing responsibilities. Do not treat personal errands as an automatic duty of junior staff.
- Set expectations about time: If work needs to continue beyond agreed hours, discuss the need and priorities rather than using commitment or effort as a character judgment.
- Give new employees usable instructions: Explain unfamiliar tasks, invite questions, and treat mistakes as opportunities to clarify expectations and coach.
- Stay available and manage workload: Regular communication and attention to overwork can help employees raise problems before they become larger issues.
These are practical management considerations, not a validated scoring system or a claim that every workplace has the same problems.
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