What to do about the "Entitled Generation"?

The first psychologist I interviewed for this artle opened by saying:

“Few want to admit this but most of us parents are… raising entitled little sh*ts, probably myself included.”

The second opened with:

“Today’s managers have got to shape up or ship out… the emerging generation won’t put up with their old bullsh*t”.

Relieved to be in equally potty mouthed company, I pressed on…

“I’m not going to take on that work until I’m promoted.”

“I can’t cover your shift, I go for a run at that time.”

“I don’t feel comfortable with your feedback; it makes me feel undervalued.”

“I don’t want to work on this project because it doesn’t align with my personal values.”

“I know this is a junior role, but what is the benefits package?”

These four quotes were shared by four senior leaders - two from a leading UK bank and two from the NHS - in their stories about new junior colleagues and potential new recruits at interviews.? All four of them have a consistent shared story: lots of our younger workforce is at best the “entitled generation” and at worse “snowflakes”.

In this paper I set out to answer some tricky questions:

• Is this really about entitlement or are we witnessing a shift in values and expectations influenced by broader societal changes?
• How should we, as leaders, think about and manage what are being called the “entitled generation”?

I also ponder on parental responsibility...

What’s driving this perceived rise in entitlement?

In researching for this article, I've learnt:

• parenting is puncturing perseverance and creating entitlement,
• social media is warping minds and encouraging entitlement, and
• our weaker economy is strengthening selfishness.

But first, let’s be clear, entitlement is not new, despite what people are saying.

While the narrative of an "entitled generation" is often pinned on the younger people today, entitlement has long existed across different segments of society.

Sidebar: Get this, last year, I met a chap in his early 40’s who suddenly announced “I want to buy your business”. ?Shortly after, I overheard him tell a friend “boys like him work for men like me”.? Yes, really!? An “entitled mastermind” is the phrase that one of our mutual customers used about him, “…you’ll get rich if you can put up with his lack of self-awareness…”.? I never listen to gossip and neither should you. ?His entitled, class-ist words rang in my mind, and I was clear I cannot bend to nor blend with such folk.? Had my business been for sale, it certainly would not have gone to him.

We’ve all seen it, right? Historically, upper-class and wealthy individuals, acting with entitlement and impunity in social, economic, and environmental contexts. ?It’s important to recognise that entitlement is not confined to one generation nor social class; it merely manifests differently depending upon upbringing, wealth, and societal expectations.

This said, claims about an entitled generation are growing.

There’s little doubt to me that more leaders and managers are describing younger people entering the workforce as "entitled" or "more selfish and harder to work with." Beyond the press, my team and I have also seen this sentiment rise in the online workshops we host for hundreds of thousands of people on #SafeSpaces at Clever Together Leadership Tech .

Typically, they cite examples of younger employees requesting flexibility in ways that seem misaligned with organisational needs, such as negotiating work hours, expecting promotions quickly, or being unwilling to take on extra responsibilities. This creates friction, particularly in industries and organisations that have historically demanded high levels of sacrifice and commitment.

The four leaders I mentioned earlier shared examples of younger employees refusing to work overtime, stating they need personal time to recharge or attend to other responsibilities, while established colleagues viewed this as a lack of commitment. Similarly, they talked of new hires expecting to advance within a year or demand remote work options without considering team dynamics or the organisation's traditional practices. ?These scenarios had led to frustration among managers who felt that these newer employees have unrealistic expectations about the realities of work.

So, to explore this subject, I recently interviewed:

• heads of psychology at three English mental health Trusts,

• heads of student experience at three universities, and
• the graduate recruitment leads of two banks.

And I found myself asking the same questions at a recent head teachers round table event.

The idea that younger generations are more entitled appears to have its roots in several interconnected societal shifts – four big themes stood out from my conversations.?

1. Softer parenting punctures perseverance.

As a father of three, I certainly shield my children from many of the hardships, traumas and disappointments that I faced as a kid, however, without over-sharing, my bar was pretty low. As a man in my 40’s, I feel I’ve witnessed a broader shift of more parents adopting a more protective and child-centred approach to parenting.? I believe lots of this is wonderful, yet I’m clear some of this shift is back firing.

All my interviewees were certain today’s parenting, broadly, is a significant driver of entitlement.

There’s an argument emerging that the pendulum, on average, has swung too far - from the school of hard knocks parenting to folks seeking to be so caring of feelings and needs that kids are left with less accountability, less responsibility for others and less realism.? While this shift is well-intentioned, it seems a more protective style can sometimes hinder the development of resilience and self-reliance. Consequently, lots of today’s younger people have grown up being told they can achieve anything, but without being equally exposed to the effort, failure, and perseverance required to succeed.

With more people like this entering the workforce, it seems more may now carry expectations that life, including work, should bend to their needs, having never been truly tested by struggle.

2. Social media warps minds.

Platforms like Instagram and TikTok perpetuate curated realities where success and lifestyle are presented without the visible grind behind them. The "highlight reel" effect has contributed to distorted perceptions of success, I learned in my interviews that more younger people now believe that achieving work-life balance, high salaries, or quick promotions should come effortlessly. ?This creates tension when the real-world workplace demands persistence, patience, and teamwork.

3. Our weaker economy is strengthening selfishness.

Over the last few decades, the economy has shifted in ways that have both raised expectations and left younger people feeling disillusioned. Many enter the workforce burdened by student debt, unable to afford homes, and facing job insecurity - conditions starkly different from what their parents experienced. ?In some ways, these struggles are fuelling a sense of urgency for younger generations to demand more from work environments, not from a place of entitlement, but as a necessary response to an increasingly difficult world.

4. People are seeking better boundaries.

My interviews and round tables also revealed that entitlement and the setting of clear boundaries are often confused. It turns out where some see entitlement, others might see a generation that is learning the importance of self-care and mental well-being.

This last one created as much if not more debate than the first, so let's get into this in a bit more detail below...

Are boundaries a counterbalance to entitlement?

It seems older members of the workforce, conditioned to endure long hours and self-sacrifice, can view boundary-setting with scepticism, as if it signals a lack of commitment. However, younger generations are more vocal about protecting their time and mental health in a way that many of us were never schooled.

It’s clear to me that this boundary-setting shift is healthy. ?It’s less a sign of entitlement and more a response to unhealthy work cultures that too often lead to burnout.

I applaud those of us who refuse to glorify self-neglect. ?I remember my discomfort with university professors or the partners of the global consulting firms who’d contract me, then wearing divorces and breakdowns as a badge of honour in service of their brand. ?We need more people learning to set healthy, realistic boundaries that prioritise well-being. Setting boundaries allows individuals to say "yes" to the things that ought to matter most in their lives, such as family, health, and personal growth.

Can boundary-setting go wrong?

Of course, not all boundary-setting is productive.

On one hand, employees with little to no boundaries may become overwhelmed, sacrificing their well-being in pursuit of unattainable standards, which can lead to burnout, frustration, and poor mental health.

On the other hand, boundary-setting can go wrong when it is misused as a shield against responsibility.

For example, my interviews and round table session all pointed to younger employees using boundaries as an excuse to avoid difficult tasks or collaborative work, assuming that maintaining personal comfort is more important than contributing to their team’s or employers collective goals.? Finding a balance is crucial and its tough. ?

Ideally, boundaries should protect personal health without undermining the organisational mission. Leaders must help their employees discern when setting a boundary is necessary for well-being and when it veers into unfair demands.

Some immediate reflections and ideas

Ideas for use leaders and managers?

As leaders, we must challenge ourselves to ask whether we are truly facing entitled colleagues, or if these are individuals who are simply setting clearer boundaries than we did at their point in our journeys. We should explore ways to:

• Engage in open conversations about boundaries versus entitlement, helping to clarify expectations on both sides.
• Model healthy boundaries ourselves, showing that commitment doesn’t require sacrificing well-being.
• Be open to flexible work environments that allow for personal growth while ensuring that collective organisational goals are met.
• Encourage a culture of feedback where boundaries are discussed, understood, and respected, without undermining accountability.

I’m still reflecting, but it feels like such steps will help us lead with greater compassion, understanding, and wisdom.? It’s more critical that ever to recognise the difference between unrealistic entitlement and the rightful setting of boundaries for a healthier, more sustainable work-life balance.

Ideas for us parents and carers of tomorrow’s workforce.

As a parent, I'm reflecting deeply, too. I’ve always seen the importance of fostering a sense of gratitude and balance in my children’s lives. I’m clear that shielding them too much from struggle, failure or discomfort will lead to unrealistic expectations. At the same time, I want to raise children who know how to set boundaries, how prioritise their well-being, and how to recognise when to say "no" in a healthy way.

Some of the commitments come immediately to mind include:

• Encouraging effort and resilience by letting my children experience failure and the effort needed to succeed.
• Modelling gratitude and self-awareness in daily life, helping my children appreciate what they have, to develop empathy for others and to use this empathy to act compassionately.
• Teaching the critical nature of boundaries while also ensuring they understand the importance of contributing to their community or team.

I have a feeling I’ll be back here sharing more reflections in the comments soon.

Resonate? What do you think?