Managing with Gen Z

Generation Z makes up 20% of the population – you probably have a few specimens in your team (if not, you should start worrying about your age pyramid…). How can you help them give the best of themselves and reduce legitimate intergenerational friction?

Based on

A new kind of diversity by Tim Elmore (Maxwell Leadership, 2022).

1/ IF YOU UNDERSTAND THEIR EXPECTATIONS

Feeling secure, psychologically and financially. Hit by successive financial crises, a high unemployment rate, and insecurity during their studies, they expect their work to provide them with that security, as much psychological as financial; they want to be able to live their real lives, and express or assert their identity.

Flexibility. They want to be able to organize themselves to protect their work/life balance: arrange their schedule around their other activities, working in the office, from home, a third-place venue, or a co-working space.

Sincere values. They do not tolerate discrepancies between a company’s stated values, and what it does in practice. Make sure there is consistency, especially regarding issues that really matter to them such as inclusion, diversity, and ecological transition. Among their key values; finding meaning and prioritizing the “why?”.

Speedy progress. Some 75% expect a wage rise and/or promotion from their first year, which shocks older employees. They need frequent signs of appreciation to remain motivated. It’s up to you to work out how to acknowledge their progress without them jumping the gun (by changing their job title for example), or how to gradually involve them in making strategic decisions, at least those decisions that impact them.