The Secret to Managing Gen Z Isn’t as Mysterious as You Think

Inevitably, every new generation entering the workforce faces stereotypes and misconceptions placed on them by their seasoned colleagues of earlier generations. Gen Z, born approximately 1999 – 2006, came of age with the smartphone, widespread social media use, and an openness to discussing previously taboo topics like mental health and social issues. Some of the positive and negative stereotypes Gen Zers face in the workplace, according to Udemy research, include being tech-savvy, open-minded, innovative, and ambitious, while also found to be being lazy, entitled, and stubborn, with challenges in resilience and collaboration.

In a recent webinar roundtable, authors Lindsey Pollak and Jean Twenge spoke with Alan Todd, Udemy VP of Leadership Development and host of the Leading Up podcast, about how leaders can combat stereotypes to manage the multigenerational workforce, with a focus on Gen Z, the newest entrants. For leaders to help their Gen Z employees succeed in the first years of their careers, Lindsey, Jean, and Alan suggested the management strategies outlined in this article, which all underscore their most important management tip: embracing your humanity at work. 

Understand Gen Z’s work outlook

Jean’s research has found that Gen Z is deeply concerned with social issues, which extends to their attitude toward work. They seek a sense of purpose in their work and look for employers that align with their values. Rather than dismissing Gen Z’s desire to do work that directly helps people, organizations can embrace the opportunity it offers. Jean suggests amplifying a company’s mission and highlighting the change employees can make in the world as a selling point for recruiting and retaining talent.  

Another value that Gen Z holds firmly regarding their jobs is work-life balance. Gen Z isn’t willing to let their jobs take over their lives. They don’t want work to become a central part of their lives even as they grow in their careers. The rise of remote work during and after the pandemic has made flexible schedules and locations a growing norm. Gen Z employees expect managers to understand their work boundaries in ways previous generations may not have been so vocal about. 

Build trust

For leaders to effectively manage Gen Z employees, they need to take the time to build trust and cultivate authentic relationships with them. Gen Z values transparency and open communication between peers, colleagues, and managers. As both guests shared during the webinar, the most effective way to build relationships with Gen Zers or members of any generation is to show your humanity. “Own your role as a leader and show genuine human interest in the people you manage,” Lindsey said. 

To build trusting relationships, leaders should foster a psychologically safe workplace where Gen Zers (and any generation) can share their perspectives and feel supported to take risks. “At the end of the day, it’s about empathy,” Jean explained in the webinar. “It’s about understanding and recognizing that people will have different viewpoints. That’s a strength, not a weakness.”

Help them thrive

Managers need to understand what motivates their Gen Z employees in order to help them succeed. Gen Zers want clear communication of their work goals and their manager’s expectations. Leaders can also help them flex their growing skill sets with growth opportunities. 

Mentorship and feedback are possible even in informal situations, such as inviting a Gen Zer to a valuable meeting. “A sort of apprenticeship concept is making a comeback,” Lindsey explained. “It’s the idea of ‘Come with me. Sit in my office. Come to this meeting.’ There’s a lot of power in that. Leaders just have to remember to do it.” Both big and small development opportunities can boost morale and create an environment where Gen Z employees thrive. 

Leading multigenerational teams is a superpower

Every generation that enters the workforce brings a fresh outlook on the status quo. Strong leaders adapt their leadership styles to meet the needs of every generation on their team. Consider it a superpower. “I’m in more meetings with leaders who say, ‘I want a multigenerational team,’” Lindsey said in the webinar. Leading diverse ages and voices can be an asset when managers embrace the differences and tailor their leadership to the preferences of each team member while fostering an inclusive culture. 

You can watch the entire conversation between Alan, Jean, and Lindsey in Unlocking the Power of Your Multigenerational Workforce: A Fireside Chat.