Figuring out how to effectively lead the growing Gen Z workforce is the management struggle of the day. This is not a new issue though – Leaders have had to find ways to bridge the generational gap since time immemorial, and as the world accelerates, the ability to do so becomes increasingly important.
To paint a picture, the average age of those in leadership positions today is around 46 years old, which puts them in the Gen X generation. On the other hand, Gen Z’s entering the workforce are around 18 years old, making them the children of the current leaders (source). It’s not hard to imagine the challenges that arise when you have to be managed by someone who could be your parent. While many Gen Zs may be managed by millennials (which softens the divide), on average, they will be reporting to the latchkey kids.
Why should you care?Well, It’s up to us as leaders to understand their needs, to be flexible, and to provide the support and mentorship that they need to succeed. If we can do that, I believe that we can build a better, more innovative workforce that will help us tackle the challenges of today (and tomorrow). With the right mindset and approach, managers can learn to adapt and thrive in this new reality.
This article will help managers understand who Gen Z is, what they value, the unique skills they possess, and how to be a better leader for them. Let’s dive in.
Who is Gen Z?
Generation Z (or “Zoomers”) is the demographic cohort born between the mid-1990s and mid-2010s. As of this writing, the oldest members of Gen Z are in their late twenties, while the youngest are in their early to mid-teens. Their parents are primarily members of Generation X, which is important to know when trying to understand them.
Expert researchers tell us to avoid seeing Gen Z as a more extreme version of Millennials, but as something completely different. As Corey Seemiller, a professor at Ohio Wright State University, says, “Gen X is raising Gen Z to look like them: autonomous, cynical, with looser reins. They figure things out themselves.” This contrasts with Millennials, who are known to be more idealistic and optimistic about their future. (source)
If you thought you had years to prepare for their arrival in the workforce, I’m afraid you don’t. According to U.S. census data, there are approximately 68 million Gen Z’s in the United States, all of whom will be of working age within the next five years. At that point, they will be the second-largest cohort in the workforce (Millennials will be, and currently are, the largest). That means managers need to figure out how to connect with and lead Gen Z employees in a hurry. (source)
For older managers who have the hang of managing their Gen X and Millennial employees, I’m afraid this new generation is going to provide you with a whole new set of communication skills to develop. This cohort has grown up in a world that is vastly different from what their predecessors experienced, including rapid change and technological advancement (Moore’s Law notwithstanding). We call them digital natives, meaning they grew up with the internet and have never known a world without it. This means they are generally more accustomed to constant connectivity, quickly moving from task to task, and a desire for instant gratification.
As a side note, I love these traits. The faster our team moves, the better, and generally speaking, as long as I supplement their speed with clear direction, a young team can produce great work as well or better than anyone.
What does Gen Z value in the workplace?
It’s well documented that Gen Z is made up of digital natives, and with that often comes a disconnect with older leaders and co-workers. We tend to get hung up on that, but that’s not the real source of our generational clashes. The real friction comes from the different values held by Gen Z versus Gen X and baby boomers.
And before I get too far, I want to remind you that – like every generation before them – they want the classics: good pay, good working conditions, and opportunities for advancement. If you start with those three things and build out from there, you should be able to establish a great culture for your young workforce.
As for the following list – I want to re-emphasize that this is a generalization, and of course, many people don’t fit into these ‘generation’ boxes. But when we are taking a broader view of the overall workforce, the following patterns emerge:
Diversity and Inclusion:
Gen Z tends to value diversity and inclusivity in the workplace, and they expect their employers to prioritize these values as well. They value the perspectives and experiences of people from different backgrounds and expect to work in environments where everyone feels included and respected.
Work-Life Balance:
Gen Z is known for valuing work-life balance and often seeks out jobs with flexible schedules or opportunities to work from home to achieve a better balance between work and personal life. This clashes a little with Gen X, who is more likely to prioritize work in part due to their experience with the intense work culture of the 80s and 90s.
As a manager, you MUST avoid believing that young employees are ‘entitled’ and should work through the same conditions that Gen X or boomers did. We want to leave the world a better place than we found it, right? This is the way. Don’t be resentful when young employees get better working conditions than you did; instead, be thankful for what your predecessors fought to get you, and proud that we are setting up a better place for our children.
Social Responsibility:
Gen Z tends to be socially responsible and cares about making a positive impact in the world. They expect their employers to share these values and – all other things being equal (e.g., pay, working conditions, etc.) – they will likely choose to work for companies that prioritize social and environmental responsibility.
Career Development:
Just like everyone else, Gen Z values career development and opportunities for growth in the workplace. They want to work for companies that offer opportunities for training, development, and advancement.
One thing that differentiates Gen Z from previous generations is their perception of loyalty. At this point in our history, it’s proven and widely understood by Gen Z and Millennials that a willingness to leave your company will likely lead to greater earnings and career progression. SO – loyalty is actually a net negative attribute for the worker. That’s a disappointing fact. This hasn’t fully settled in yet with Gen X – these folks grew up in a time when loyalty to a company was highly valued and rewarded.
As a manager, you need to embed development, pay conversations, and other forms of intrinsic value for your staff because today’s workforces are absolutely unafraid to switch jobs if they feel that their needs aren’t being met.
Digital Fluency:
As digital natives, Gen Z is highly fluent in technology and expects their employers to provide access to the latest tools and resources. They value innovation and may be more likely to work for companies that prioritize technology and innovation.
I’m not saying your workplace needs to be a digital utopia – but you need to modernize your processes. Use instant messaging, set up a Slack or Discord server, get rid of physical documentation (that helps the environment too). And once you’ve got your modernized digital infrastructure, let your staff take advantage of it by working from home – then sit back and watch your retention (and arguably productivity) grow!
Now, all of these things can be difficult for managers who are used to traditional ways of doing things. This can be tough for some managers to wrap their heads around, but you just have to know that Millennials are already the largest cohort in the workforce, and Gen Z will join them soon. All managers will either adapt or fall behind, those are the only two options.
What are Gen Z’s skills and abilities?
I’m going to offer up the generalized skills that are associated with Gen Z, which you should absolutely take into consideration when you are assessing the strengths and weaknesses within your team. However, when choosing what to do with this information, there are some major pitfalls managers have to avoid, which I’ll cover along the way.
Technology Savvy:
This is old news, but Gen Z is the first generation to grow up completely immersed in technology. As a result, they are typically able to grasp new and existing digital tools in your workplace.
On this note, you must avoid dumping your IT problems onto your Gen Z staff (and make sure your other staff aren’t doing it either). This takes away from their own work, which leads to underperformance, underdevelopment, and dissatisfaction, eventually leading to turnover. Seek their help in a pinch, but you need to ensure that less tech-savvy staff are taking it upon themselves to learn and solve their own problems.
A better way to leverage the innate technological know-how of your Gen Z employees is to include them in strategic decision-making processes around technology. This can help expand your thinking, avoid blind spots, and gain buy-in from staff. It’s also a good way to start building the strategic thinking skills of your young workforce. So, seek out the opinions of your young staff, and include them on committees and project teams whenever possible.
Multitasking:
Gen Z is skilled at multitasking and managing multiple projects at once. This is the flipside of the ‘unfocused’ trait that is often associated with them. As a manager, you can turn this propensity to juggle multiple things into a benefit by coaching them on prioritizing effectively, managing deadlines, and providing clear expectations around work quality.
When delegating tasks, keep in mind that these staff are likely to have recently completed an undergraduate degree. In school, the timelines to complete assignments are long, and the expectations are rigorous (long detailed papers, perfect citations, meticulous grammar, etc.). Be sure to support the transition by giving clear expectations when assigning work – otherwise, your ‘quick things needed by the end of the week’ are going to scare the hell out of people unnecessarily.
Creativity:
Gen Z is known for their creativity and innovation. They have grown up in a culture that values individuality and self-expression, which has fostered their ability to think creatively and outside the box. If you spend any time on social media (Tik Tok especially), you’ll see stunning creativity and effort on display.
Collaboration:
Gen Z is highly collaborative and values working in teams. They grew up with social media and online communities, which has taught them how to collaborate and communicate effectively with others.
This is only evident however, when you situate your thinking in their reality. If your idea of ‘good communication’ is picking up the phone and calling people, or taking control of meetings, then you are going to believe that Gen Z is terrible at communication. However, if you consider collaboration as being inclusive, responsive, and unafraid to share their critical thoughts (especially with supervisors!), then you’ll appreciate what Gen Z brings. And frankly, we are never going to back to past ways of working, so open your mind and embrace it.
Another thing you should know – Gen Z is on track to become the most highly educated generation in history. According to a 2020 report by the Pew Research Center, around 57% of Gen Zers who are currently of college age (ages 18 to 22) were enrolled in college as of 2018. This is higher than the enrollment rates for Millennials at the same age (52%) and Gen Xers at the same age (44%). This means you can expect your young workforce to be skilled in critical thought, managing multiple deadlines, and working in groups (along with the specific skills taught within their field of study).
How to Manage Gen Z effectively?
If you’re a generation or two removed from Gen Z, you might have some challenges you need to overcome when managing younger people. In terms of preferred work style differences, we all know about the classic ‘communication’ style issue around phone and face to face versus instant messaging and email. There are others that are a little more nuanced though, like work styles; Gen Z typically prefers flexibility and independence, whereas older generations may be more comfortable with structures and hierarchy. On top of that, they have different motivations, expectations, and relationships with their workplace. I won’t get into all of the other differences since they’ve been covered already, but the gist is, a manager can’t use the same motivational ‘carrots’ and corrective ‘sticks’ that work so well with your older employees.
In order to maximize performance, retention, and development of your Gen Z staff, you’ll need to adjust your mindset, communication style, and introduce inclusive practices. I’ve broken my recommendations down into two categories – tangible and intangible:
Tangible:
These are the processes and practices you implement.
Offer flexible work arrangements:
Gen Z values work-life balance, and they want to work for companies that prioritize their well-being and mental health. You can achieve this by offering flexible work arrangements, including remote work arrangements, flex days, and flexible hours. And while you are at it – I’m sure the rest of your staff would appreciate this too.
Provide opportunities for learning and development:
Gen Z employees are adaptable, eager to learn new skills, and want to develop their careers like the rest of us. Providing them with opportunities for training and development can help them grow in their careers and feel fulfilled in their work.
One of my favourite tactics is to include an early-career employee on an impactful and interesting project or working groups that is a bit above their skillset and experience; this makes them feel like part of the organization, boosts their confidence, and moves their development along quickly – I’ve done this with many entry level employees and watched them quickly evolve into leaders and get promoted shortly thereafter.
Use technology to facilitate communication and collaboration:
Gen Z employees have grown up using digital tools as their primary communication methods – they have group chats with their friends and family, they’ll send voice notes or Snaps instead of calling, and even the highschools have established digital communications processes for highschoolers and their parents. Naturally, they now prefer to avoid phone calls and in-person meetings (and let’s be honest, the rest of your staff probably does too). Using tools like video conferencing, collaboration software, and project management tools can help facilitate communication and collaboration among Gen Z employees.
You can consider using something like Slack or Discord to start building out your digital communication and teamwork processes. I prefer Microsoft Teams though – I find that it does the work of Discord and Slack pretty well, but the added benefits of integration across your other digital tools, file management, and videoconferencing, and familiarity (everyone should be used to Microsoft products).
Intangible
These are the things you act out.
Foster a positive and inclusive work culture:
Gen Z employees are likely to be more racially and ethnically diverse than previous generations. It’s critical that you create a work environment that is inclusive and respectful of all employees.
Unfortunately, completing a brief training module and striking a committee is not enough – you need to be a constant learner and continuously seek feedback and knowledge on the subject. It’s complicated, challenging, and things are constantly changing as our societies learn and evolve. People get PhDs on this, so don’t expect to ever be a pro; you can only expect to prioritize inclusion, consistently learn, be open to criticism, and be a driver of change.
Be transparent and open:
Gen Z values transparency and honesty. They want to work for organizations that are open and honest with them about company decisions and strategies. Unfortunately, shady corporate policies and practices have made a joke out of managerial integrity, regardless of your own personal management practices (I’m looking at you, Amazon and Starbucks). You can build trust with your Gen Z employees by providing regular updates on the status of projects and initiatives, and the overall direction of the organization. Combine this with including them in some higher-level strategic projects where possible, and you can start to build trust and buy-in among your employees.
Coach the transition from college to work:
Remember that nearly all of your Gen Z employees will have recently spent 4 years completing a degree; during that time, they will have gotten used to long timelines for completing assignments and will have been expected to submit ‘A’ work. In the working world, sometimes you need something quickly, and it doesn’t need to be perfect. You need to coach your Gen Z staff on this. Imagine being asked to submit a piece of work by the end of the day when your concept of a piece of work is something meticulously researched, drafted and redrafted, and perfectly cited? That’s enough to make someone have a panic attack. It’s your job as the manager of Gen Z staff to help them transition from 4th-year undergraduate expectations to the expectations of your workplace. Do that effectively and you’ll get the work you want in the timeline you want while avoiding your workers wasting time and mental energy where it isn’t required.
Encourage creativity and innovation:
Gen Z is a generation of thinkers. They want to be challenged and encouraged to think outside the box. Be open-minded and hear them out; do they want to start a committee to do something? Do they want to change how something is done? Great! Not only does this have the potential to improve your workplace culture and processes for everyone – it creates massive amounts of buy-in and engagement from that employee and other employees that become involved, and gives them the opportunity to build their leadership skills. Plus, it demonstrates that they are a valuable and respected member of the team. I hope I don’t need to explain why that’s important.
A pitfall to avoid – don’t be overly critical. SO MANY TIMES I’ve heard a manager or experienced staff shut down an idea, saying something like ‘we already tried that in the past, it didn’t work’. I don’t hate many things, but I hate that. Let the new employee give it a shot, be encouraging about it, and help them! First of all, if it doesn’t work, then they get to learn why it doesn’t work, which is valuable experience. Second, maybe it didn’t work the first time because the execution was poor, or things were different at the time. By shutting down ideas, you instantly erase the enthusiasm of what could be a future star employee. If you shut down ideas in this way – you should be disciplined for sabotaging your organization, that’s as blunt as I’ll get.
Conclusion
To close this out, I want to say that managing young people is not rocket science. Don’t overcomplicate (or overgeneralize) things – you aren’t trying to create an “optimized Gen Z workplace.” The key points are really just that you need to:
- Really get to know your employees individually. Learn what motivates them, what their goals are, how they work best, and support their development. Take the time to build a relationship.
- Be open to and actively seek out ways to modernize and improve your own processes. Don’t become fixed in the way you do things. Recognize that you think the way you do because of how you learned, and there are pros and cons to everything. There is no such thing as “the good old days,” just “different days.” Never stop learning and evolving.
- Include, encourage, and empower your young staff to make an impact in their workplace. Young people across every era have benefited from mentorship, development, and opportunities – Gen Z is no different. If they are disengaged from their work, that’s the manager’s fault. Include them, support them, and challenge them. If you find that an entire age-group of staff is underperforming or disengaged, that’s a management problem, not a generation problem. Figure it out.
And finally – Gen Z is absolutely not entitled, lazy, or disinterested. There is evidence going back to before the Ancient Greeks that shows every single elder generation saying the same thing about the “kids these days.” Don’t get caught up in that.
In the event you find yourself with a hot take on the problems with #GenZ, please have a look at this quote by Aristotle and know that this sentiment has carried forward through every generation since. pic.twitter.com/E8qCv1dabC
— Chris (@ChrisjBergen) May 9, 2023
