How to Be a Great Leader for Generation Z

An employee’s motivation is a direct result of the sum of interactions with his or her manager.

—Bob Nelson

You may have wondered recently…How to be a great leader for Generation Z? If you aspire to be a great people leader (and of course you do, because that’s why you’re reading this!), one of your top priorities should be to do your best to figure out how to connect with, engage, motivate, and lead all of your employees. Because people’s needs and interests can vary tremendously by age, knowing how to manage different generations is a critical element of management today. (It’s so important, in fact, that in addition to addressing it in multiple blog posts, keynote addresses, and training sessions, I’ve even written an entire book on this subject!)

 

We’ve had several years to develop understandings of the Boomers, the members of Generation X, and the Millennials. But the newest kids on the block, the members of Generation Z, are such recent arrivals to the workforce that many managers aren’t quite sure yet how to work with them. 

 

If you’re feeling uncertain about how to manage GenZ, you’re in the right place! Drawing on my own experiences with this cohort of workers and keeping an ear to the ground for what other business leaders have had to say on this subject, I’ve put together some guidelines that will help you manage your younger employees with confidence, with empathy, and with success!

 

DO mentor them. DON’T micromanage them.

 

Don’t tell people how to do things; tell them what to do and let them surprise you.

—George S. Patton

 

For many members of GenZ, their current positions are their first “real” jobs. They’re eager to become full participants in the workforce, and they want to learn and succeed in their careers. At the same time, though, they want to be treated as trusted adults, not as children who need babysitting. 

Provide them with the guidance and mentoring they seek, but be sure not to micromanage them. Help them build the knowledge and skills they need to succeed, but give them room to try things on their own (and even make mistakes!).

 

 

DO give plenty of feedback. DON’T focus only on the negatives.

 

Management is the opportunity to help people become better people. Practiced that way, it’s a magnificent profession.

—Clayton M. Christensen

 

Generation Z employees value feedback as a tool that can help them learn and grow. But it’s important to remember that feedback doesn’t encompass just “here’s what you did wrong” (or “here’s what you need to improve”); it also includes “here’s what you did right.” 

 

Even though these employees want advice on how to fix their failures, they also want recognition (and credit) for their successes. Find the balance between cheering them on and showing them how to learn from their mistakes. If you want to give GenZ feedback that is truly constructive, it needs to contain both positives and negatives.

 

DO be open to learning from them. DON’T be afraid of their knowledge.

A manager can’t act like a role model. They need to be a role model.

—Ben Horowitz

 

It’s true that Gen Zers are young employees who still have a lot to learn. But don’t lose sight of the fact that they also have a lot to offer (after all, that’s why they’ve been hired, right?). If you open yourself up to the possibility that you might learn something from them, and if you have the grace and humility to recognize when those opportunities arise, you can build even stronger connections with your young employees.

An acknowledgement such as “Oh wow, I did not know that!” doesn’t undermine your authority but can actually increase it by showing your employees that you are willing and flexible enough to learn from them. Demonstrating your own openness to learning new things models this behavior for your employees—who, ideally, will embrace that same attitude themselves.

 

DO embrace technology. DON’T lose the human element.

 

Technology is so much fun but we can drown in our technology. The fog of information can drive out knowledge. 

—Daniel J. Boorstin

 

As the first generation of true “digital natives,” the members of Generation Z have never known a time without the Internet, social media, smartphones, and the other tech innovations that have come to dominate our personal and professional interactions in recent years. To manage these employees well, you must be able to meet Gen Zers where they are by knowing how to leverage the tools and media that they prioritize for communication. 

 

But keep in mind that even though Generation Zers can’t imagine a life (or a job) without that technology, they also value their workplace relationships and interpersonal interactions. Therefore, their managers need to find a balance between embracing the technology that this cohort uses in all aspects of their lives and nurturing a “human” approach to work.

 

DO encourage and validate their thoughts and opinions. DON’T dismiss their ideas.

 

Treat employees like they make a difference, and they will.

—Jim Goodnight

 

Generation Zers care about making a difference and contributing their efforts and expertise to help a cause. This is why “sense of purpose” or “having a positive impact” consistently rank high (sometimes higher than compensation!) on lists of what this generation values most in a job—and this is why Generation Zers are more likely than their predecessors to walk out the door when their job or organization doesn’t give them space to pursue those interests. 

To build a good relationship that helps your Gen Z employees, try to understand where they’re coming from. You don’t have to agree with their opinions, but you do need to show them that their thoughts matter.

 

DO be open to flexible work arrangements. DON’T impose a “traditional” work style.

 

We like to give people the freedom to work where they want, safe in the knowledge that they have the drive and expertise to perform excellently, whether they [are] at their desk or in their kitchen. Yours truly has never worked out of an office, and never will.

—Richard Branson

 

Much of the business world had already been making space for “nontraditional” work arrangements (e.g., flex time, remote work, unfixed hours) for years before the COVID-19 pandemic accelerated a widespread shift to that approach. Although there’s currently a big push to get people back into the shared physical office space for regular hours, employers are encountering a fair amount of pushback from employees who remember what pre-pandemic life was like and don’t want to go back to those work schedules. 

 

On this subject, managers should tread especially carefully with GenZ employees, who have zero memory of the pre-pandemic rat race and recoil at the thought of spending 8+ hours a day, 5 days a week in an office, which is something they’ve never had to do before. Rather than insist that they adhere to rigid schedules, allow flexible work arrangements (such as working remotely some days or leaving early on Fridays, for example). Your willingness to accommodate these younger employees in this area has the added bonus of supporting this cohort’s strong desire to protect their mental health, reduce stress, and achieve a healthy work–life balance. 

 

DO create a culture that values DEIA. DON’T let DEIA fall by the wayside.

 

Every individual matters. Every individual has a role to play. Every individual makes a difference.

—Jane Goodall

 

Generation Z is perhaps the most social aware generation to date. This group places a high value on DEIA (diversity, equity, inclusion, and accessibility): not only will they actively seek employers whose policies support DEIA, they will even choose to leave employers whose policies undermine it. One recent study found that 77 percent of Generation Z employees “say diversity, equity, and inclusion (DEI) is a key factor when considering a company for employment.” Managers who ignore this cohort’s strong interest in DEIA do so at their peril!

 

 

DO provide growth opportunities. DON’T disregard their career and personal development.

 

Leadership is unlocking people’s potential to become better.

—Bill Bradley

 

The members of Generation Z place a high value on purpose-driven work. They want their work to be meaningful—to others and to themselves—and see professional growth as one area in which to assess such meaning. By giving them ample opportunities for career development (through training, one-on-one meetings, mentorship, etc.), you not only help them grow but also show them that you care about their growth and value them.

 

DO talk to your Generation Z employers. DON’T assume you know everything about them.

 

Don’t persuade, defend, or interrupt. Be curious, be conversational, be real. And listen.

—Elizabeth Lesser

 

I’ve offered some generalized advice here, based on my own experiences with Generation Z and the extensive demographic research that others have done about this generation. There is a thin line between generalizations and stereotypes, though, and the points here hold true for most Generation Zers—but not necessarily all of them. 

 

So, my final recommendation is this: remember that, even though some shared generational characteristics are pretty evident, your employees are individuals, not a monolithic group. Having trouble connecting with one of your Generation Zers? Worried that you aren’t managing them in the best way possible? Talk to them and learn what they want and need to be great employees—and then do your best to give it to them.

 

If you have any examples of what’s worked (and what hasn’t) in your own experiences in managing Generation Z employees, please share them in the comments!