Building a Product Called “Work”

We had the honour of speaking to 170 leaders at the University Medical Center Groningen ( UMCG ) about a topic we are deeply passionate about: Generations at work, particularly the youngest one—Gen Z.

The healthcare sector in the Netherlands, including the UMCG, is facing a serious challenge: there just aren’t enough people. Right now, 1 in 7 people in the Netherlands work in healthcare. However, in order to sustain the sector and meet the demands of our ageing population, we need one in four people in healthcare.

Let that sink in: one in four. That is not good news. For none of us.

Are Young People Just Lazy? No!

But why are we missing so many people – especially in Healthcare? Even as young people enter the workforce, a staggering number of them are leaving within their first years. In Dutch hospitals, around 18% of young professionals who are younger than 25 drop out of the workforce (Tussenrapportage verrijkte data-analyse preventieplan, July 2024). One of the main reasons they give for leaving is that the work environment simply doesn’t work for them.

And what do older generations often conclude? “They just don’t want to work anymore.”

But let us hit you with a fun fact: 76% of young adults (aged 15-25) in the Netherlands are employed. Yes, 76%! That’s the highest rate among all OECD countries, and it leaves our nieghbors like Germany in the dust at 51% (OECD, 2022). So, no, it’s not that young people don’t want to work. They’re working!

So, what’s the issue?

The “Yes, But” Response

Here’s an observation we’ve made time and time again when we talk to leadership teams about this generational shift: many leaders respond to the changing needs of younger employees with the “yes, but” reaction.

In healthcare, it might sound something like this:

"Yes, you want to work fewer night shifts because it interferes with your plans, but we can’t make that change because we need people to work those night shifts."

And you know what? We get it. You, as leaders, have worked those night shifts. You’ve dealt with the long hours. You’ve made sacrifices. It sucked for you too. So, there’s a natural, very human tendency (also known as Survivorship Bias) to think, “Well, if I had to do it, they should too.”

But here’s the thing: just because it was hard for you doesn’t mean it has to be hard for future generations. That logic keeps us stuck. It reinforces outdated systems that no longer serve today’s workforce.

And staying stuck won’t solve any of the big problems we’re facing today.

Approaching Leadership with a Product Mindset

But letting go of your own biases—and the hardships that have shaped them—is not easy. It requires self-reflection, curiosity, and most of all, empathy.

In many ways, we think about leadership like building a product. When we design products, we don’t rely solely on what worked for us—we seek user feedback. We are curious and we gather insights on what worked and what didn't. That is not always fun, because it makes us vulnerable, it makes us take a hard look at what we've built already and it often makes us kill our darlings. But it always makes us and the product better. Because the goal is to build something that lasts and works for the people who use it.

It’s the same with leadership. As a leader, you’re not just shaping the product called "work" for your team—you’re building it with them. You need their input and motivation.

Share the Responsibility

We know that being a leader can feel overwhelming. It often feels like you’re expected to have all the answers. But let's be honest: no one has it all figured out. And you don’t have to, either. The times are too complex for it.

The beauty of leadership is that you lead people—and people are your greatest asset. The mix of older generations bringing wisdom, experience, and emotional intelligence, while younger generations contribute fresh perspectives, digital skills, and adaptability might just help us solve big problems. Give your team a clear vision to follow: What do we stand for? How do we define success? And then allow them to co-create the how and the what.

So ask them for help. Involve them in building the work environment they want to be part of. Here’s the magic: if your people feel heard, they’ll share their ideas.

And those ideas might just help you do the heavy lifting and build something sustainable.

Warm regards,

Your Friends at Young Heroes

Welcome to "Dear Manager," a dedicated space where we provide valuable insights, advice, and hands-on know-how tailored specifically for managers working with intergenerational teams and a focus on nurturing young Gen Z talent. ??Through "Dear Manager," we want to support you in effectively leading your teams by offering practical strategies, actionable tips, and relevant resources to harness the full potential of your Gen Z talent. Whether you're seeking guidance on communication styles, team dynamics, coaching opportunities, or navigating generational differences, we're here to help.