Managing Gen Z

Before I get started on today’s topic, I want to acknowledge that today is Stress Awareness Day. A reminder that I’ll be having an in-depth conversation with my good friend Arianna Huffington this afternoon, where we’ll discuss the mental health crisis and some proactive steps we can take to improve our mental wellness. I hope you’ll join the conversation; you can sign up here.

Gen Z has entered the workforce, and the challenge of a new generation in the office has been on many minds. Defined as those born between 1997 and the early 2000s, these young people are digital natives, and believed to be outspoken and cause-driven. I’m sure you’ve seen the headlines that suggest they are difficult to manage: “Managing Gen Z is like working with people from another country,” for example.

If you’ve been in the workforce for awhile, then you know these generational trend pieces aren’t new. Millennials were considered to be values-driven too, and their interest in work/life balance was described in some media not too long ago as laziness; Gen X was considered too independent, not interested in long hours, and, yes, values-driven. Sensing a theme here? As each new generation enters the workforce, previous generations find themselves forced to adapt to the desires and needs of younger people. But the complaints about each generation are strikingly similar: that they are too independent, too invested in work/life balance, and, most importantly, too interested in working for companies that align with their personal values.?

In my opinion, these qualities are a good thing. Workplace tension arrives not because each generation is terribly different from the previous one, nor because their demands are outlandish. There’s tension because managers are contending with employees who are new to the workforce.?

At Fable, we have several Gen Z employees, and I can attest that they are each hardworking, creative, and incredibly talented. And that they’re individuals, more defined by their personal strengths than by any generational stereotypes. So rather than give specific recommendations for managing Gen Z, I’ll give recommendations for managing employees who may be new to the workforce. These hold true for Gen Z, and I’d be willing to bet they’ll hold true for any generation.

• Be explicit. Communicate your expectations clearly and directly—and that includes cultural expectations. Don’t assume that employees who are new to the workplace will automatically pick up on work etiquette. As their manager, it’s your job to set expectations.
• Give feedback. Consistent feedback is especially important for someone new to the job. Give them praise and credit, as well as areas to improve.?
• Share the bigger picture. Employees need your help to see how their efforts contribute to the company’s success. Make sure you tie their work into larger wins, and bring everything back to the company’s mission and values.?
• Listen. Fresh eyes can be invaluable. Ask for feedback and ideas from your new employees, and keep your mind open to their suggestions.
• Help them belong. One Gen Z stereotype that’s absolutely true: this is the most diverse generation of Americans yet. It’s so important to make sure that they feel welcomed and are able to bring their full selves to work. Work on establishing a culture of belonging on your teams that encourages diversity.

I am often blown away when I hear leaders say, “You know, I discovered that when I treat my employees with kindness and empathy they are more invested in the business success.” Well, duh! Of course! Treat your teams as human beings and not numbers—isn’t that obvious?

Have you struggled with managing multi-generational teams in the past? How did you handle it?