Dr. Darren Burke on Gen-Z, Remote Work and Leading Headstrong

By Dr. Darren Burke, PhD | October 14, 2026

My Gen-Z colleagues don't send meeting invitations. They FaceTime. Often with everyone already on the call.

A recent conversation with our Headstrong social media team captured that difference perfectly. I was out walking my dog when they called. Within moments, we were discussing how to get content from the athletes we work with.

I'm used to scheduling a meeting. They seem to prefer starting a conversation.

“Have any of you tried calling them and talking to them?”

That was my question when the team asked how to get content from our athletes.

The screenshot captures their expressions around that moment. Meanwhile, they had just FaceTimed me without hesitation. There was some humour in suggesting a phone call to people who were already talking to me on one.

I've noticed something with this team: with people they're getting to know, they tend to rely on texts or DMs. Once they know you, the FaceTime calls come freely.

This is an observation about people I work with, rather than a conclusion about an entire generation. But it made me think about how much familiarity shapes the way we communicate.

Remote communication starts with relationships

A message gives someone time to consider a request and respond when they can. That can be a considerate way to approach an athlete whose schedule we don't fully know.

A conversation offers something different. We can ask what is practical, hear the hesitation behind an answer and work out an idea together. When we're asking someone to create content, it helps to understand what they enjoy sharing and what they can realistically deliver.

My suggestion to call was an invitation to have that conversation. A short message asking when would be a good time to talk can be the bridge.

The experience reminded me of something I explore in Five Mentorship Questions for Students and Founders: useful guidance starts with understanding the question and the person in front of you.

Spontaneous calls and the responsibility to protect attention

There is something I like about these unexpected team calls. A quick question becomes a discussion. We hear each other and can work through the issue without another long string of messages.

But they raise a leadership question: how do we make room for spontaneous conversations without expecting everyone to be available all the time?

I'm still figuring that out with the team. The agreements I think are worth making are simple:

• Make it acceptable to miss a call. Someone may be concentrating, in another conversation or away from work.
• Match the format to the task. A quick discussion may suit a call. A decision that requires preparation deserves time to prepare.
• Write down what we agree. A useful conversation should leave clarity about who is doing what next.
• Ask about availability. Familiarity should make communication easier without creating an expectation of constant access.

These are principles I want to work toward, rather than a claim that we have already solved remote teamwork.

Experience still leaves room to learn

After years of teaching, mentoring and building companies, I'm still learning from the people I work with. Sometimes that starts with answering an unexpected FaceTime.

Experience helps me ask questions and recognise problems. It can also make familiar routines feel more necessary than they are. A calendar invitation has its place, but I don't want my preference for one to become the only way a team can move work forward.

I have written about that willingness to listen in Working With Women Founders in Wellness. Different working relationships ask different things of us. Part of contributing well is noticing what the people beside us bring.

Building Headstrong gives me another opportunity to practise that. My younger colleagues bring their own habits, ideas and ways of connecting. I bring experience from science, teaching and building sports nutrition brands. We have more to learn from each other.

The question I'm left with is practical: do spontaneous calls help a team move forward, or interrupt its best work? The answer may depend on the relationship, the task and whether everyone feels free to say, “Can we talk a little later?”

About Dr. Darren Burke

Dr. Darren Burke is an exercise physiologist, former professor, entrepreneur and co-founder of Headstrong. His writing explores science, entrepreneurship, mentorship and the experience of building businesses. Read more of his articles and reflections, or get in touch.