A Leader’s Hot Take on Working with Gen Z

It is already five hours since the expected podcast edit was due and I can't get hold of the producer… again. For some of us in my network, our frustrations have finally been vindicated with that sentence. For others, it’s a metaphoric covering of our face. I'll be completely transparent, having been on both sides of this exchange, neither feels comfortable. This scenario can feel like a Wild West standoff with neither team member or leader wanting to fire back first (or be fired).

In today's evolving work relationships, where autonomy and personal values are prized, leadership presents a unique challenge that requires a nuanced approach. Gone are the days when a boss’s word was law. The modern worker, especially Millennial and Gen Z, prioritises well-being and demands a more sophisticated and empathetic style of leadership.

New Workplace Dynamics

One observation is the increasing difficulty leaders face in getting employees (staff or freelancers) to comply simply because they say so. The new generation of employees prioritises a holistic approach, seeking a balance between personal and professional lives, which means that traditional top-down directives often fall flat. For the record, I believe this is a more evolved way of working; experiencing life and work as complementary rather than a competing balancing act.

Reflecting on my Ghanaian roots and suburban London upbringing, there was a time when ‘working class’ signified a straightforward relationship in the labour market – you did the work because it was your job. Today, that relationship is more complex. Employees seek to maximise purpose, fulfilment, and a sense of well-being from their work. They need to feel valued and understood, not just instructed.

What is Accountability?

The employee is entirely responsible for their accountability. Accountability is not an expectation you can have on behalf of someone else. They are accountable for what they say or do, not what you think they should do.

A common frustration in leadership is dealing with accountability in an era of digital communication. A switched off phone or dead battery is a valid justification for not responding or delivering. It's all too easy for team members to dodge responsibility by ignoring messages or providing post-deadline apologies and ‘clarifications’. This can be particularly exasperating when deadlines are missed and the repercussions affect the whole team.

As leaders, it's crucial to navigate these scenarios with equal portions of firmness and empathy. Ignoring messages or delivering late responses can often be a symptom of deeper issues, such as disillusionment, overwhelmed, or a leader’s miscommunication. Addressing these root causes rather than just the symptoms can lead to more effective leadership.

The onus is on the leader to get the performance that they need from their team by relating in a number of ways that my Dad’s boss would likely have called ‘soft’ or any other adjectives which would not be politically correct today. Some might feel it is pandering at best; Woke at worst. The trap we can fall into is to confuse accountability with expectation.

It’s not about offering them more money.

One of the most valuable insights I gained from a leadership course I attended is the idea that leadership effectiveness is fundamentally tied to the leader's relationship with their team. As a leader, we can engage more efficiently by understanding Dan Pink’s three intrinsic motivators: Purpose, Mastery and Autonomy. The skill of a leader now is to be in an ‘exchange of influence’ with our team rather than command. This influence hinges on three critical elements:

1. Be your Values: How team members interact with their leader often reflects the nature of their relationship. Building strong, trusting relationships encourages open communication and their accountability. People take note of how you talk to them and others. The old wooden doors of management are now very transparent. Our consistency in how we communicate with others follows equally to each team member. An open style of leadership fosters an open team. This isn't always easy for us who direct, set the agenda or resolve the big issues. But the team is watching: how you speak about our clients, whether we throw other leaders under the bus or when we disregard the input of their peers. They read us like a book and take notice of our values.
2. Be a Person: Leaders need to earn respect not just through their position but through their actions and integrity. When team members respect their leader as a person, they're more likely to be motivated and committed. Respect comes down to how we express our values, especially when things are challenging. Gone are the days of the stoic, poker-faced boss with no chinks or kinks. We value authenticity. I am currently laughing as I imagine a couple of former bosses reading this and throwing down their phones or tablets. Bear with me. Sharing who we are matters. As we move closer to artificial intelligence operations, our realness becomes a valuable currency. We can respectfully disagree but we need to know what matters to each other and, most importantly, why it matters.
3. Be an Expert: I think I'll get the old school leaders back with this one. Competence and expertise are still essential. When a leader is knowledgeable and skilled, it naturally commands respect and a positive response to their guidance. We have all been armchair sports managers, calling out players whilst watching the game. It's a similar experience for team members when we clearly don't know what we are talking about. I had a boss who would catch onto a couple of jargon words and use them, often inappropriately, to feign knowledge. The smart leader doesn't try to be better than the team. They stand ten toes down in what they bring to the table and invite the team to do the same. I love nothing more than spending half an hour hearing from a team member what their strategy is for the problem we've been presented with. My skill as a leader, then, is pulling together the most effective and efficient of these option - based on time, budget, resources, etc. - which meets the client's needs.

Navigating the complexities of modern leadership requires a blend of empathy, communication, and respect. It’s not just about getting people to do the work; it’s about understanding the underlying motivation that drives the team’s behaviour and engagement. Modern leaders are required to adapt to each member of their teams and their different learning styles.

Being relational, rather than dictatorial, is a big part of leadership today and adds up to a cohesive and successful team that respects their leader because ‘we get each other’. By focusing on building strong relationships, mutual respect, and demonstrating expertise, leaders can inspire their teams to achieve their best. No more avoiding phone calls and WhatsApp messages.