As fractional leaders and executive coaches, we join organizations on a fractional basis to help solve a wide range of strategic and tactical challenges.
Many of those challenges are generational.
This is not new - as every generation ages, they remain grounded in the ways of their youth and find the “youngsters” to be less of the things they thought were important.
That said, organizations now have up to five different generations in the workforce.
With Gen Z being vastly different from those born before the '70s, leaders, managers, and HR professionals face unprecedented challenges in adapting to their unique perspectives and needs.
In order to maximize the incredible skills and innate capabilities of Gen Z, we must first understand a little bit about the context in which they attained adulthood.
Technology: The use of technology has become ubiquitous since the birth of our Gen-Z colleagues. Their brains are literally wired differently due to the fast pace at which they have learned to take in information.
Social Change: Social structures are undergoing a significant transformation, influenced by advancements in technology and the rise of remote work. They expect to work remotely, have many “friends” online and few in person.
Economic Challenges: Overall, the combination of higher housing and education costs, slower wage growth, increased cost of living, and the rise of unstable gig economy jobs has made it significantly harder for young people today to achieve financial stability.
Mental Health: There is a growing awareness and de-stigmatization of mental health issues among Gen Z. They are more likely than other generations to experience symptoms of anxiety and depression - and they are more likely to talk about them.
While the context in which they came of age has created many additional challenges, these young professionals have some unique strengths.
They are tech savvy, independent, driven by purpose, and attuned to the needs of others in ways that previous generations can’t match.
By recognizing and appreciating these strengths, we can truly set up this generation of young professionals for success - and their success is our success!
In our Deep Dive, a monthly AcornOak community discussion on leadership topics, we explored working with Gen Z—a conversation we believe might offer you new perspectives on this unique generation.
A Game-Changing Conversation
Virginie: "Good morning, everyone. I’m excited to discuss how we can better understand, hire, and manage Gen-Z employees for our clients. Let’s start with your experience with this generation."
Lisa: “I can start. I have two Gen-Z team members, and I've often found it challenging to get quick responses and a sense of urgency from them. It seems like they don't operate on a fixed timeline and may not fully grasp the fast-paced expectations of our world. It’s a bit frustrating.”
Virginie: “I’ve worked with a couple of Gen-Z is in year long internship contracts. I can certainly give them credit for using digital tools efficiently but on several cases, I found them to not always delve deeply into the hard work.”
Laura: "I’ve had a different experience. Some of our Gen Z employees are incredibly passionate about social justice and are great at forming coalitions for change, but they really aren’t all the same, so be should be sure not to stereotype"
Susanne: "I agree. I really like to learn from GenZ and with GenZ - I find their passion and enthusiasm of digital knowledge quite amazing.”
Lisa: "Here is an interesting contrast that I witness many times in various behaviors: while baby-boomers dreamt of lucrative corporate careers, Gen Z seems to prioritize work-life balance and mental health. I’ve also noticed that they are less interested in business ownership despite their entrepreneurial spirit. What do you think?"
Susanne: "I agree. It’s puzzling because they do show a lot of entrepreneurial drive. They are incredibly creative, and when driven by passion, they become independent and exceed expectations."
Virginie: "We’ve seen how Gen-Z are deeply passionate about social justice as we’ve watch a few global social events. They see work as an extension of their identity and a platform for creating a better world. We must recognize our biases and work towards a future that includes and respects younger voices. A Deloitte Study highlights that 61% of Gen Zers feel work is a significant part of their identity. In comparison, 86% of bosses feel the same. We need to bridge that gap."
Lisa: "Absolutely. The same study also found empathy to be the second most important trait in a boss for Gen Z. They see empathy as a prerequisite to engagement at work. They need to feel like their managers care about them as people, not just as workers."
Virginie: "It’s also worth noting that 53 percent of Ge- Z identifies as “neurodivergent”. That must create some different kinds of challenges than managers are accustomed to."
Lisa: "My daughter, who’s Gen Z, was offered an opportunity to do some work that she wasn’t all that excited about. Her inclination was to pass on the work because it didn’t interest her. When I explained the reasons to do it, she got more excited about it. If you can unlock what they care about, they can be hyper focused and super committed."
Virginie: "Exactly. Asking the right questions is key to understanding how to get the most out of any employee, but with Gen Z, it seems even more important. What conversations do we need to be having?"
Susanne: "We should ask why they want to work in our organizations. Their answers can offer deep insights into their motivations and values. It just makes sense to understand what your employees care about and leverage that to engage them in the work."
Laura: "Past generations faced similar issues with younger employees, but our approach to leadership must evolve. We need to emphasize empathy, authenticity, and purpose to attract and retain top talent and Gen Z will soon be 30% of the workforce."
Susanne: "I agree. Interestingly, the Deloitte study also found that more than 7 in 10 bosses are excited about how the workplace will change as Gen Z becomes a bigger part of it. I’m excited too!"
Virginie: "That’s encouraging to hear. But we must address the fact that 28% of Gen- Zers struggle with their mental health because of their boss. Do we need to be more mindful of the impact we have on our employees' well-being?"
Lisa: "They are not wrong in believing that the workplace should be safe, respectful, and flexible. Those of us in HR have been saying that for decades - and it is more of those things today than ever. That said, your boss isn’t your Mom, so it’s going to be tricky to find the right balance."
Susanne: "It’s about bridging the generational gap and creating a workplace where every voice is heard and valued - not just the ones who have power."
Virginie: "Absolutely. The future of work lies in our ability to adapt and create a more inclusive environment. Thank you all for your insights and commitment. "
The meeting concluded with a shared sense of purpose.
Last Thoughts
When working with and managing the younger generation of professionals, we see a significant opportunity to rethink and reshape your company culture. By embracing and prioritizing neurodiversity and regional diversity, you can create a more inclusive and innovative environment.
This approach not only acknowledges the varied perspectives and strengths that different backgrounds and cognitive styles bring to the table, but it also positions your organization as a forward-thinking leader in a competitive market.
Adapting your culture in this way will not only enhance employee engagement and satisfaction but also drive long-term success and creativity within your teams.
A year ago, our community Podcast Pass the Mic Podcast Series hosted a discussion with 3 Gen-Z young professional on the topic of social media with an attempt to answer the following question: How does Generation-Z experience the good, the bad, and the ugly of social media?
Read and listen to the conversation.
About The Authors
Lisa Schenk, Ph.D.
Fractional Chief People & Talent Officer
Lisa's 20+ years of experience empower hundreds of teams and thousands of leaders and companies to succeed. She excels in alignment, interpersonal dynamics, and effective processes for impressive results and continuous growth. Embrace the opportunity to collaborate with her for a successful journey.
Read Lisa’s bio.
Virginie Glaenzer
Fractional Chief Marketing Officer
Fractional Web3 CMO Virginie leverages her skills to develop and champion a truly inclusive environment where teams thrive and bring their authentic selves to spark innovation and market growth.
Read Virginie's bio.
Susanne Mueller
Fractional Chief Leadership Coaching Officer
Susanne, a Swiss-born global influencer and fractional Chief Leadership Coaching Officer, masterfully combines her athletic prowess and diverse professional skills into a unique life philosophy.
Read Susanne’s bio.
Laura Woolford
Fractional Chief People Officer
Elevate your business with Laura Woolford, a distinguished Chief People Officer. With an impressive HR leadership journey spanning GoDaddy, Tesla, and GE, Laura specializes in Leadership Development, Coaching, and Organizational Effectiveness.
Read Laura’s bio.
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