• Hailey Myers is a 40-year-old mum to four who lives in Tulsa, Oklahoma.
• For her 40th birthday, she asked her sisters and mom to dress up in wedding dresses for dinner.
• They all enjoyed doing it, and are planning to repeat it sometime soon. 

When it's your 40th birthday, people can't say no to what you want to do. They just have to go along with whatever you want to do to celebrate. At least, that's what I think.

For my 40th, I wanted my sisters and mom — who only live a short distance from me — to dress up as the same thing and go out to dinner. I'd seen people go out as a group of grandmas, for instance, but I wanted something unique and different.

Leading up to my birthday, I asked my mom if she still had all our wedding dresses in the house.

"Yep, you want to take yours?" she asked. "They're all still hanging up there."

I told her no, but I would like us all to wear them to celebrate my birthday.

There was no shame about not fitting in them

Most of my sisters were excited about the idea. A couple of us knew we wouldn't fit into our dresses, but we planned to use safety pins on either side of the zip, with ribbon crisscrossing, as a makeshift corset — there was no shame about the fact we couldn't fit into our dresses. I told my mom she could just wear her favorite mother-of-the-bride dress.

On the night we had scheduled, all but one of my sisters and mom drove their minivans to my house with their wedding dresses stuffed into the driver's seat.

One of my sisters had stopped off at Trader Joe's to grab a ton of flowers to make bouquets, and we sat at the dining room table, assembling them before dinner. We had love songs blaring on Alexa while laughing about our impending stunt.

Before it got dark, we started the 10-minute walk from my house in Midtown Tulsa, a historic neighborhood, into the bustling center of town. The thought of walking alongside the road was mortifying, but it was really fun.

People stopped to take our photos

Every car that drove past us slowed down to honk or wave. Several people offered to take pictures of us. I had expected at least some negative responses from people thinking we looked stupid, but there was nothing like that. It made everyone smile.

While we walked, our trains dropped and zips loosened, so it took a bit longer than usual to get into town. We loved looking at how unintentionally similar our dresses were.

Stepping into the newly opened, full-to-the-brim restaurant, everyone dining stopped and turned to watch as we paraded in. The place went silent.

Once we arrived at the dinner table, we talked about all our wedding memories. It was such a reminiscent time — recalling what we remembered from each wedding. We laughed and cried, thinking back to how precious each one was.

Although our weddings and this "wedding dress dinner" were particularly memorable days together, my mom, sisters, and I make memories every week.

I'm close to my family

Every Tuesday, we have a weekly hangout. It's a non-negotiable for all of us. We might float in a pool together or just sit around a table, talking about how we're all doing. We talk about all the hard things we're going through. Sometimes, we don't agree with each other, but because we value each other, we listen to and respect one another. We don't leave things under the rug because those things will fester and turn into more if not talked about.

We work on our relationships with each other, and it has paid off repeatedly over the years.

This tight-knit bond started when we were kids. My mom always told us that friends would come and go, but sisters last forever. She instilled a commitment to family in her girls, and it has lasted into adulthood.

Dressing up in our wedding dresses, remembering the best days of our lives, was especially sweet for my mom. She had paid for the most expensive pieces of clothing we'd ever wear, and now she could see them again while reflecting with us about the days we'd worn them.

The whole evening was one we'd love to do again.

• Business Insider spoke to Gen Z workers and millennial managers about how they approach work.
• The Gen Z workers challenged the 9-to-5 work hours, hustle culture, and strict dress codes.
• Two millennial managers are learning from Gen Z's focus on work-life balance and self-expression.

Gen Z, a generation born between 1997 and 2012, continues to challenge the workplace status quo and rewrite the narrative of professionalism.

"Hustle culture" is being replaced with work-life balance, emotions are edging their way into corporate conversations, and business casual is a distant memory. But sometimes, the transition is not without strife from older generations who intend to reinforce the standard.

For example, some millennials who manage Gen Zers face the unique challenge of weighing their corporate conditioning against more progressive ideals. As a result, they're modifying their leadership strategies and their relationship to work.

Business Insider spoke with three disruptive Gen Zers in the workforce and two millennial managers who are navigating how to lead them.

The Gen Zers shared that they prioritize rest, mental health, and self-expression. The millennial managers shared that they struggle to manage their Gen Z employees' emotions and sensitivity, but they've learned from the younger generation's work-life balance.

Piper Hansen said her 9-5 job was depressing

A few months into her first full-time job, at 23, Piper Hansen was shocked at the all-consuming nature of her 9-5 schedule. She told BI that her job working at a YMCA office was personally fulfilling but left her with only enough time and energy to prepare for the next day of work. The lack of flexibility left her with questions.

"How can I make sure I'm eating well and seeing my friends and taking time for my hobbies? How am I supposed to fit my whole life into a 9-to-5 work schedule?" Hansen said.

Other Gen Zers who've shared similar complaints online have received a largely unsympathetic response from older folks who view Gen Z's sensitivity as a symptom of laziness.

But, Hansen told BI that she believes a rich life outside work is possible. Although she doesn't know what her career trajectory looks like, Hansen said she's proud to be a part of a generation that believes in the possibility of something greater.

Kim Schewitz said Gen Z just wants rest and relaxation

After the pandemic forced people to stay indoors, Gen Zer, Kim Schewitz expressed, in an article for BI, that she was delighted to see her Gen Z peers adopt her affinity for "wholesome" activities like knitting, naps, and nights in.

Her generation's emphasis on self-care and rest outlived the pandemic and transferred into the workplace. Schewitz wrote that she was relieved to see Gen Z replacing hustle culture and 'toxic' productivity with 'quiet quitting' and work-life balance — especially considering Gen Z is one of the first generations projected to make less money than their parents.

"What's the point of 'living to work' if you'll never get to reap the rewards?" Schewitz said. "Gen Z appears to be less focused on the future and more on living enjoyable lives now."

Prioritizing a slower, cozier life may pose benefits for anyone, but Schewitz said it's especially important for a generation that's struggling with mental health more than ever.

Maya Penn says her bold outfits and natural Afro are professional

Some people say that Gen Z's eclectic style is unprofessional, but 24-year-old Maya Penn said Gen Z is simply embracing authenticity.

"It's always been important for me to stand out, and I've always had my own style," Penn told BI. "I've never felt the need to adhere to specific trends."

As an environmental activist, entrepreneur, and CEO of a fashion company, Penn said her goal is to promote inclusivity, sustainability, and self-expression. She's part of a generation that's swapping fast fashion and size-exclusive brands for thrift clothes, hand-me-downs, and upholstery.

Penn uses her eclectic finds to rebel from the corporate standard and embody her personal style — namely through bold colors and jewelry from the African and Indigenous diaspora. She even wears her natural Afro, a choice that she said has garnered negative comments since childhood.

"When asked about it, I respond that 'yes,' it's my natural hair, and I wear it this way because it's beautiful, elegant, and professional."

Penn uses her position as CEO to show her employees that professionalism is proven through action, not through adherence to aged ideals.

This millennial manager says Gen Z's emotions are inappropriate for the workplace

Many Gen Zers started their careers in a remote environment during the pandemic and missed the opportunity to observe the unwritten rules of workplace etiquette. A millennial manager, who chose to be anonymous to protect her career, told BI she noticed her Gen Z employees crossing professional boundaries — like dumping all of their feelings about work onto her.

"They're unsure of how to cope with everyday challenges — competing deadlines, interpersonal issues, and receiving feedback — and they want to express that," the millennial manager said.

She also mentioned that she's learned some valuable tools to help deal with Gen Z workers, such as discerning when to provide solutions and when to just listen. One anxious employee spun with indecision until the millennial manager provided a solution, while another just needed a space to vent.

Another tool she's implemented is adopting a softer approach to giving feedback after she noticed her Gen Z employees were interpreting her initial approach as criticism.

Despite the challenges of leading Gen Z, this manager said the younger generation has taught her to prioritize her personal life.

Hannah Tooker says her Gen Z employees helped her grow

Hannah Tooker started managing Gen Z employees three years ago and said that although they have a different approach to work than millennials, they're fearless and creative.

As the senior vice president at a marketing agency, Tooker told BI she enjoys teaching her Gen Z employees just as much as learning from them.

They've taught her to prioritize the emotional needs of her team, communicate with more clarity, and use social media as a tool. She said they even helped her confront her "hustle-culture" mentality and reevaluate her work-life balance.

"Burnout was a badge of honor for the first half of my career," Tooker said. "Since entering the workforce, Gen Z has said, 'That's not for me.'"

However, not everyone is as receptive to Gen Z's approach to work.

"Some people complain that they're hard to work with, but having high expectations and wanting work-life balance and an employer who cares isn't a bad thing," Tooker told BI.

Are you a Gen Zer or millennial with a unique story about your experience in the workforce? Email Tess Martinelli at tmartinelli@businessinsider.com

• AI "slop" images all over Facebook. They're surreal and sometimes grotesque. Pure engagement bait.
• There's even a Twitter/X account dedicated to posting the most ridiculous stuff.
• So why isn't Facebook cracking down?

Jesus's head on a fried chicken. A woman bicycling with a basket full of babies and burritos.

This is all "AI slop," the new term describing the sudden flood of garbage AI-generated content, from ebooks to viral photos. Slop is everywhere on the internet, but its most pure version exists on Facebook.

This is the Shrimp Jesus kind of slop: bizarre, obviously fake, and sometimes vaguely unsettling in a trypophobia-triggering way. Common themes involve old people holding a birthday cake asking you to wish them a happy birthday; babies doing things babies shouldn't do; snakes eating buses, bikes, or other vehicles overloaded with hundreds of babies or some other cargo; soldiers with prosthetic legs; women with missing limbs and huge busts; and Jesus. The images are often sort of eerily exploitative.

These tend to be posted on Facebook pages with generic-sounding names and captions that don't necessarily reflect the photo, like "why don't photos like this ever trend," or "beautiful cabin crew," and "Scarlett Johansson" for an image of Jesus built into the hood of a car.

Why slop? The best explanation is that the Facebook pages posting these are making bait for potential scam targets, helping scammers identify gullible people in the comments who they can potentially extract money from.

Another possibility is that posting these images is a good tactic to build up a large page audience, which can be lucrative.

The vague similarities among the pages suggest that the AI slop is being posted by a network of shady actors based in countries outside the US. It's spam-adjacent stuff — if not outright spam.

This slop is sloppy enough that it can sometimes be very funny — and there's even an X account, Insane Facebook AI Slop, dedicated to cataloging it.

It's embarrassing to Facebook that people on Twitter/X — X!!! a place full of bad things!!! — are laughing at Meta's poor content moderation.

This has been going on for quite a few months now. 404 Media, which has been diligently covering this, described how these images are part of a larger AI-fuelled "zombie internet" full of bots talking to bots. Not too long ago, I speculated about why Meta hasn't cracked down, but considering nothing has seemed to change, I find myself wondering yet again …

Why doesn't Facebook just ban this slop?

Here are a few of my theories:

• These images don't technically violate any rules — no nudity or other forbidden imagery.
• Facebook did make a warning label to note an image might be made with AI when its systems detect it.
• Users actually enjoy this content — you see plenty of people in the comments who are probably duped and think it's a real image, or maybe just an interesting artistic rendition. Why mess with content people like?
• Facebook does ban this stuff, but only at an account level when the account posting it engages in obvious spam tactics. But not all of the accounts are spamming.
• Slop is often scam-adjacent, but the accounts posting it may not be directly always the ones doing the scams, so they don't get banned.
• Facebook worries that banning this kind of AI content will set a bad precedent because it wants to encourage people to make stuff with its own Llama 3 tools.
• Facebook doesn't like the AI slop but has bigger things to worry about.
• Facebook has stopped trying. This is what Jason Koebler from 404 Media speculates. Meta's previous commitments to working with researchers and academics have fizzled away, and the scrutiny over content moderation (helped by Elon Musk lowering the bar to the basement) has shifted. Meta is penny-pinching and focusing on the newest shiny thing (AI tools, Instagram, the Metaverse) and cares less and less about Facebook, this theory goes. Basically, they don't give a shit anymore.

I imagine that some combination of all of these might be true to some degree. A representative for Meta didn't reply to questions about why they don't simply ban AI slop. (I had recently also asked a VP of product at Meta about why they don't just ban this slop and he sort of changed the subject; it seemed like maybe he wasn't sure what I was talking about.)

Facebook has gone through so many different flavors of spammy/scammy engagementbait, from Minions memes to videos from magicians, to actually dangerous fake news and extremist groups. If the AI slop isn't suggesting you get together in real life and overthrow the government, hey, Facebook has seen way worse.

• A slew of new tank designs are emerging from European drawing boards.
• Many are alternatives to the pan-European tank envisioned by France and Germany.
• It faces domestic pressure to favor national projects that benefit a nation's workforce.

For years, the European tank market was fairly stable. Germany's Leopard 2 was the most common model in European armies, with Britain, France, and Italy producing a small number of indigenous models for their own armies.

But a slew of new tank designs are emerging from European drawing boards. This is partly spurred by the Ukraine war, which has seen the most intense armored warfare in Europe since 1945. But it may also reflect a lack of faith in the Main Ground Combat System, a joint project between France and Germany to develop a main battle tank by 2040.

"It seems that every industrial partner is working on its own alternative to MGCS," Léo Péria-Peigné, a French defense expert, told Business Insider.

It was inevitable that a new generation of tanks would emerge to replace the late Cold War designs that still dominate Western armies, such as the Leopard 2, M1 Abrams, and Britain's Challenger. Even the US Army is aiming for a next-generation version of the M1 Abrams that would slim down the 70-ton behemoth to less than 60 tons.

MCGS is meant to replace the Leopard 2 and France's Leclerc as the primary tanks in the German and French armies. Both nations recently signed an agreement to begin development and manufacturing of a prototype. But at the same time, MGCS seemed like it might also replace the Leopard 2 as a sort of pan-European tank. MGCS is supposed to be a modular design with advanced features such as a 140-mm gun, hybrid propulsion, advanced sensors, and the ability to team up unmanned ground vehicles. A conceptual model displayed in 2018 used a Leopard 2 hull and a Leclerc turret.

However, there are indications that Germany wants a fallback design, based on the latest Leopard 2A8 model, in case MCGS fizzles out. "The Leopard 2AX, an improved version of the Leopard 2A8 battle tank, is being developed by the German defense industry at the express request of the Bundeswehr," according to Army Recognition, a defense news site.

"This development also serves as a Plan B for Germany in case of failure of the Franco-German program, or even as a lever in future negotiations, thus confronting France with a fait accompli regarding the crucial decisions that remain to be made," Army Recognition said.

Meanwhile, two new designs are being offered by KNDS, a joint venture between German defense firm Krauss-Maffei Wegmann — manufacturer of the Leopard 2 — and France's Nexter, which produces the Leclerc.

The Leopard 2 A-RC 3.0 is a modular design with an unmanned turret with the crew nestled in the hull, similar to Russia's T-14 Armata. It can fire guided missiles and heavy cannon rounds, plus it has a 30-mm cannon and improved armor buttressed by an active protection system to stop anti-tank rockets. Existing Leopard 2 models can also be fitted with these features.

Significantly, KNDS "assesses the Leopard 2 A-RC 3.0 not only as a bridge solution until introduction of the next-generation land combat system MGCS, but also as a decisive technological precursor to MGCS," according to a company press release.

KNDS is also touting the Leclerc Evolution, which is fitted with the company's Ascalon turret and gun. The company describes Ascalon as "a main gun for battle tanks that is more powerful than all comparable barrel weapons. It can fire compact and programmable ammunition beyond the line of sight with minimal wear. Due to its scalability, Ascalon can be fitted with any barrel from 120 to 140 mm."

As if the procurement picture wasn't complicated enough, four companies — KNDS Germany, KNDS France, Germany's Rheinmetall and France's Thales — have also just announced a joint venture to develop the MGCS. Yet Rheinmetall is also marketing its KF51 Panther tank, armed with a new 130-mm cannon. Hungary has signed a development contract for the Panther, which Rheinmetall has also offered to Ukraine.

Political turmoil in France has also cast a shadow over MGCS, with far-right parties favored to win the upcoming parliamentary election. "It seems that even the German government believes the MGCS project could be abandoned if the right takes power," Péria-Peigné said.

"Things will get clearer over time, but it is obvious that both partners are keeping alternative solutions up their sleeves. Germany did for a long time. The new surprise is that even KNDS France seems to have done the same."

European defense budgets are already being strained by the need to replenish depleted stockpiles, sending a constant flow of weapons and ammunition to Ukraine, and building up the manufacturing capacity to produce all these arms. This raises the question of whether there is enough money for all these various tank designs.

But the woes of MGCS also illustrate the problem that has always bedeviled joint European defense projects: the tension between saving money through joint development, versus domestic pressure to favor national projects that benefit a nation's manufacturers and workforce. If MGCS were to be abandoned, it would be a bad omen for the Future Combat Air System, a Franco-German-Spanish project to develop a sixth-generation fighter as well as air combat drones.

"Abandoning MGCS would be more of a burden for France than for Germany, as Germany does not need France to build a new tank," Péria-Peigné said. "Unlike in the FCAS, where France can do it alone technically but lacks the money to develop it alone."

Michael Peck is a defense writer whose work has appeared in Forbes, Defense News, Foreign Policy magazine, and other publications. He holds an MA in political science from Rutgers Univ. Follow him on Twitter and LinkedIn.

• Jensen Huang is becoming more of a household name as Nvidia's value skyrockets amid the AI boom.
• The CEO has some unusual management practices, including having 50 direct reports and no 1-on-1s.
• Here are some of Huang's most notable tips when it comes to business leadership and management.

Nvidia overtook Apple and Microsoft separately earlier this month to briefly become the world's most valuable company.

With the AI chip company's stock skyrocketing, Huang has also seen his fame — and fortune — grow, and there are plenty of eyes on him to see how he runs one of the world's biggest companies.

Here is some of Huang's most notable advice for leading teams and managing a business.

Manage a lot of people

Huang believes a CEO should have more direct reports than anyone else in an organization. He, in fact, has more than 50 direct reports, considered an unusually high number for any manager.

"The more direct reports the CEO has, the less layers are in the company," Huang said in an interview at The New York Times DealBook Summit in 2023. "It allows us to keep information fluid, allows us to make sure that everyone is empowered by information."

Management exists "in service of all the other people that work at the company," he said in a separate interview with Stanford's Graduate School of Business earlier this year.

"I don't believe in a culture, in an environment, where the information you possess is the reason why you have power," he said.

Skip the 1:1 meetings

Huang has said he doesn't have one-on-one meetings with his many direct reports.

"Almost everything that I say, I say to everybody all at the same time," he said at Stripe Sessions 2024. "I don't really believe there's any information that I operate on that somehow only one or two people should hear about."

Give feedback publicly

In the same vein, Huang also believes in giving someone feedback in front of their peers.

"The problem I have with one-on-ones and taking feedback aside is you deprive a whole bunch of people that same learning," he said at Stripe Sessions. "Feedback is learning. For what reason are you the only person who should learn this?"

He added the learning from other people's mistakes is "the best way to learn.

"Why learn from your own mistakes? Why learn from your own embarrassment? You've got to learn from other people's embarrassment," he said.

Communicate briefly and often

Nvidia employees can expect to receive a lot of emails from their chief executive. Huang sends his staff hundreds of emails a day, many of which are only a few words long, The New Yorker reported last year.

He expects employees to keep their email communications just as concise.

One former Nvidia worker told Business Insider's Jyoti Mann that "you'd get in trouble for sending a super-long email to him."

"The idea was to nail down what you have to say, send it, and if he, or others, need more information, then it's a conversation, not another email," the former Nvidian said.

Show your work

Huang believes showing others how you reason through a problem is "empowering."

"I show people how to reason through things all the time — strategy things, how to forecast something, how to break a problem down, and you're just empowering people all over the place," he said in the Stanford Graduate School of Business interview.

He continued: "If you send me something and you want my input on it and I can be of service to you and in my review of it, share with you how I reasoned through it, I've made a contribution to you. I've made it possible to see how I reason through something."

That can lead to a lightbulb moment.

"You go, 'Oh my gosh. That's how you reason through something like this. It's not as complicated as it seems.'"

• An economist has said, "AI won't take your job, it's somebody using AI that will take your job."
• AI seems to be a positive for many workers, but some roles are more at risk of replacement.
• Experts advise skilling up and leaning into soft human skills as AI becomes embedded in work life.

You may have heard a version of the phrase, "AI won't take your job, it's somebody using AI that will take your job."

Economist Richard Baldwin said the phrase at the 2023 World Economic Forum's Growth Summit, and variations of it have been mentioned since as people discuss the potential impacts of AI.

Baldwin told BI he wasn't sure if he coined the phrase, but the message is that AI won't replace humans, but it will give those who embrace it an advantage in the workforce.

In the 12 months since Baldwin shared his perspective, interest in artificial intelligence has only increased. A recent survey by consulting firm Bain & Company found that 85% of the companies surveyed said adopting AI was a top-five priority.

As companies ramp up their AI offerings and begin restructuring their workforce, many are revisiting the question of whether AI will be a job killer or an enhancer.

While it's still the early days of AI, we asked experts to weigh in. Should you be more worried about losing your job to a human using AI or to the AI itself?

Workers already see the benefit of AI at this stage

Baldwin said that AI is like a lawn mower or a power drill — it makes your job easier but it doesn't replace the human behind it. Other experts seemed to share a similar mindset that it's not advanced enough to function without direction, and for the most part, it helps people do better at their jobs.

Jasmine Escalera, a career coach at LiveCareer said incorporating AI can help automate repetitive tasks and "free up time to focus on upskilling."

Matt Betts, a research and development lead at leadership consulting firm RHR International, says it helps create efficiency so that consultants can focus on more impactful work, like interacting with the client.

Data has shown a similar trend that AI has helped many workers produce high-quality work in a shorter amount of time.

One study by MIT and Stanford from 2023 found that access to AI increased productivity by 14% on average, with a 34% impact on new or lower-skilled workers. A Morgan Stanley report indicated that workers with multiple income streams who used generative AI to increase their productivity made 21% more on average than those who didn't.

AI may also be helping people land jobs. Career service LiveCareer surveyed 1,150 US workers in March and found that 85% of job seekers save time using AI for writing applications and 40% think AI improves their grammar, writing, and vocabulary.

The loss of some jobs is inevitable

AI has already redefined a number of roles and even if it doesn't take all jobs, it's bound to replace some.

IBM used to have 800 people working in HR and now has 60 because it was able to automate repetitive tasks, according to the company's marketing chief.

Klarna seems to be following a similar trajectory. The company said in a blog post in February that its AI assistant was doing the work of "700 full-time agents" after pumping the brakes on hiring.

OpenAI CTO Mira Murati also weighed in on the topic at a Dartmouth event on June 8 and turned heads when she said some creative jobs may disappear, but those that could be replaced by AI "shouldn't have been there in the first place."

Carl Benedikt Frey, a director of future and work at Oxford University, said that transportation and logistics are most likely to see outright automation moving forward. He also said warehousing, manufacturing, receptionists, cashiers, and translators are also roles that are moving toward automation or semi-automation.

It's a good idea to skill up

A March Goldman Sachs report found over 300 million jobs around the world could be impacted by AI. But it's impossible to predict how exactly they will change.

Career coach Escalera said the best path forward is to lean into human soft skills while skilling up and "adopting a mindset of continuous learning." For some who are hiring, AI is becoming a prerequisite.

Tripadvisor cofounder Steve Kaufer said on "The Logan Bartlett Show" that he asked candidates during interviews if they tried out new AI chatbots. He said software engineers who didn't experiment with AI tools usually didn't get the job.

"I just don't understand it," Kaufer said. "And I probably don't want to work with that individual."

CEO of global event company Empire Entertainment, J.B. Miller, said it's an "essential new skill set," especially in an industry that involves improvising. He said it cuts down time and helps with generating ideas for set designs and talent sourcing. He asks all new hires what AI tools they use.

"There's no world where I could employ somebody who's like, I don't know how to use Excel or I don't know how to navigate the internet or do an internet search or something online like that," Miller said.

"I think that the same is true of some of these basic, AI tools," he added.