Be A Great Leader For Generation Z

While Generation Z have just begun entering the workforce, it is important to pay attention to them because they will soon be the second largest population at work.

Generation Z expect their career journey to be unique. This isn’t an ego thing; it is an experience thing. Gen Z grew up being in the middle of constant social and technology change with unlimited access to information. They have witnessed and fought against racism, sexual harassment, gun violence and income disparity while they have supported diversity, equity and inclusion (DEI) and climate change solutions. Many are well-travelled and have had local and global influences from travel and/or from their multicultural family influences. Add all of this together and it often means that Gen Z are socially liberal and financially conservative.

On the skills side, if you are looking for an employee who is tech-savvy especially when it comes to digital platforms and is used to disruption, then a Gen Z employee is likely to have these skills. Fast-paced technology advances have shaped their social experiences. They are also adaptable – a trait that can be a great asset for an employer especially when Gen Z employees can flex their creativity and innovation skills. Many Gen Z have parents who have gone to college and/or university and have grown up with a focus on higher education. As such, Gen Z are likely to go to college and/or university as well. Generation Z are often entrepreneurial and like to build / create things. Don’t be surprised if they have a side hustle or are part of the gig economy.

And yes, while embracing a multi-generational and a multi-cultural workforce takes effort, you also get to enjoy all the benefits from proactively integrating a talented, diverse population into your inclusive workplace culture. Alternatively, not paying attention will also take a lot of a different type of effort that will be less positive and it is unlikely you will experience many of the benefits.

Your New Generation Z Employee

If you just hired a Gen Z, this may be their first serious experience working and interacting in a professional work environment. It is reasonable to anticipate they will have little insight into what you expect. Everything from working in person, professional etiquette, building professional relationships professional deadlines, managing difficult conversations, emotional triggers, and receiving constructive feedback may be new frontiers.

Let’s recognize that due to Covid-19 restrictions, the last few years of a Gen Zers education and/or the first few years of their professional careers have likely been 100% remote and 100% online (isolating). This means they have experienced all the convenience of not having to travel to school or work. And when it comes to working in the office, they may also be feeling a bit restricted with less freedom and autonomy over where and when to work. Unfortunately, while they are right that they may be able to get specific tasks completed more quickly at home, they may not be aware of the many learning / growth, career and social benefits that come from being social and working in-person with their co-workers and you… their leader. These experiences will impact their communication and work styles, expectations and ability to build relationships.

And while Generation Z are used to working remote and when working in a hybrid environment they may need help / patience with their communication style, getting used to receiving constructive feedback, and seeing the benefits of working in-office/in-person. It is also unlikely you are giving them too much detailed instruction or feedback. This is certainly a place (and generation) where ‘more is better’ is appreciated.

Have I made you want to run in the other direction yet? I’ve got more because Gen Z want the whole package.

Generation Z employees like fast-paced work, learning, and experiences where they have impact. Gen Z want their employers to be their partners and respond well to leaders who are experts. They want to learn so are looking for leaders and companies that will mentor them and give them opportunities to grow and gain experience which is far more likely when working in person. Gen Z want to understand why something is done. They are used to asking questions and getting (or looking up) the answers. This may be because they grew up with unparalleled and immediate access to information that fed their curiosity.

Can all of this be done within a 100% remote culture? Yes, but it takes a lot of hard work and commitment by everyone to create and sustain a highly effective, highly communicative, highly collaborative (and trusting), remote corporate culture.

And of course, like all of us Gen Z want to be able to trust and be trusted. To earn their trust an employer must recognize how important Gen Z social and global values are. Generation Z employees want to see their values reflected in the company. They value transparency of strategy, clarity of purpose for the company and their team, and to be able to see the impact of their collective contribution. Gen Z also want to have clarity of purpose for their position including what is expected of them, why it’s expected, and to be able to point to the impact of their individual contribution. And of course, they want equality, respect, to feel safe. And as mentioned earlier they want the opportunity to grow / learn, access to decision makers, to make a difference, and honest recognition.

But as you can imagine Gen Z have many stresses. For example, their first-hand experience of continuous change, ultra-connectivity and global unrest has impacted their mental wellbeing. They have also grown up with a greater emphasis on personal wellbeing and less negative stigma associated to mental illness. This means they may be more attuned to their own mental wellbeing and health than other generations. As an often more outspoken generation, Gen Z are more likely to speak up and care for their work-life balance and their mental and physical health.

How We Can Make The Experience Great

With hybrid work being the norm in most cases, it is important for employers to have clear expectations and consistently champion them whether people are working remote or not. Accountability to these expectations as well as to their work / teams is a must. With a multigenerational and multicultural workforce that means looking at every aspect of our workspace from someone else point of view / perspective.

Whether it is day-to-day communication or workplace expectations, we cannot take anything for granted or assume the other person knows what we mean or even uses the tools/software we share in the same way. What is ‘normal’ for you with 20-years of work experience will not be ‘normal’ for someone with 2-years of work experience that began during the Covid pandemic. And as I’ve suggested earlier, it is not only different generations that have different expectations. Different cultures have different needs, values, communication styles and different problem-solving abilities. And because values, trust and managing expectations are so important, successful leaders are now including discussions about expectations during the interview process.

While offering flexible work arrangements is more important now than ever, we must make sure we don’t lose sight of a feeling of team. Bring your team together whenever possible. One common practice is to make one day a week mandatory for everyone on your team and then allow employees to choose one or two other days. On your shared days in office, have a formal team meeting / team update. Also schedule events that are best done in-person like project brainstorming and social team-lunches. The goal for leaders is to make in-office days learning experiences that help teams bond… and get their work done.

Another way to engage younger employees is to let them know you notice their contribution. Boost this by offering them (and any member of your team), an opportunity to share their experience during a project meeting or even by giving the team a short group training event. When they feel safe and respected, the opportunity to teach (help) others can be a strong draw. At the same time, this may give older, more experienced employees the opportunity to partner and build stronger relationships with their younger co-workers. All training you offer will lead to personal and professional growth for your team members and will help your team build trust and community with each other and break down intergenerational biases and stigma.

Conclusion

To summarize, Generation Z like fast-paced environments that stay relevant with technology and social values. They want their work and their team/company to make a difference and align with their personal values. Learning and new experiences are important, but they sometimes struggle with constructive feedback. Transparency is also important. Gen Z will ask “why” a task is relevant… and their leaders should expect suggestions.

When you create a work culture that respects everyone for their individuality and is clear and consistent about company vision, values, expectations and accountability from day one, then I do believe you can create a culture where everyone is celebrated for their uniqueness while also find a path to support each other.

Multigenerational workspaces that boast diverse skills, experiences and cultures lead to greater creativity and problem solving. They also lead to more impactful peer mentoring and peer learning experiences that benefit each other, likely create greater loyalty and help make your business a great place to work that is also… highly productive.

Hiring the right person is far more complicated now so managing expectations must start during the job interview. You want to get the right skills – but you also want to get the right culture fit. Doing this will help you create a highly engaged, dependable employee / partnership. Workplaces cannot be all things to all people. Workplaces must have a dependable culture – noting that dependable does not mean stagnant.

While Gen Zers may prefer to work remotely or even non-traditional work hours, it does not mean they are naturally less engaged. It also does not mean you have to bend to their every whim. Remember, Generation Z want transparency and to collaborate. They are flexible, especially when there is purpose, and they feel respected. Providing opportunities for workplace flexibility, personal and professional growth are elements that lead to a highly motivated, trusted, productive and loyal team that brings creativity and innovation to every opportunity.

Thank you for spending time with me today and reading ‘Be A Great Leader For Generation Z.’

Bruce

Learn More About Bruce Mayhew

Toronto corporate trainer and executive coach Bruce Mayhew Consulting is in the people business… it just so happens that training and/or executive coaching is involved. Let us help you improve your productivity and employee engagement.

To learn more about how leadership training can to improve your skills call us at 416.617.0462.

Bruce Mayhew Consulting's most popular programs are Email Etiquette Training, Difficult Conversations, Generational Differences, Leadership Skills Training and Time Management Training

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Creating a Multi-Generational Workplace Culture

Everyone wants to know they are a valued part of the team regardless of what generation they belong to. And because generational differences of Boomers, Gen X, Millennials and Gen Z employees matter when creating a healthy multi-generational workplace, I thought I would take a moment to discuss how generational differences often influence the way your employees may or may not respond four important motivators.

I also want to point out that besides generational differences, there are many other variables including gender differences, ethnic and cultural differences, feelings of trust and respect that are also incredibly important when creating a healthy multi-generational workplace culture. But for now, lets explore how each generation may interpret and be inspired by the following four important opportunities:

1. Recognition

2. Autonomy

3. Coaching/Continuous Learning

4. Opportunity for Advancement

Additional Note: While the list above is not exhaustive, I have purposely not included salary in the above list. I do this because salary is considered a base trait – that as long as an individual is being paid fairly, monetary reward becomes a far less reliable and effective motivator. So, lets take money off the table and look at other ways to create a multi-generational workplace culture.

Recognition

Everyone enjoys recognition. And while Gen Zers and Millennials are used to frequent recognition and Gen Xers and Boomers are used to less frequent recognition, whether an individual prefers to be recognized in publicly versus more privately is often more dependent on if they are an introvert versus extrovert than what generation they belong to.

The great question is, “How frequently and how sincerely do you recognize your team and team members?” Recognition doesn’t have to be a party - and please don’t start an ‘Employee of the Month’ program because recognizing one person once a month is about as demotivating as you can get. Instead, look for opportunities where you can say to someone, “Your input into this report is amazing” or “You’ve worked really hard on that sales pitch and it shows”. Recognizing someones contribution and/or effort in-the-moment is right up there with some of the best recognition you can offer… ever.

Autonomy

Historically, autonomy in the workplace was largely defined as the opportunity to work from home and seen as a perk – something employees had to deserve. Most leaders now recognize that supporting autonomy can encompasses many things like flexible hours, what to work on, where to sit (if in-office) and even professional development opportunities… as well as the choice to work from home (or perhaps more accurately, working remotely).

Thankfully even the idea that autonomy as a ‘perk’ is being replaced by the reality that most people who work remotely actually are more productive (not less), are more creative, have greater job satisfaction and employee loyalty to mention just a few benefits.

So, as you strive to create a healthy multi-generational workplace culture, look to what flexibility you can offer your employees that will help them. Do they need time to take their kids into daycare before coming to work? Do they love being in the office because it gives them a break from their family and they are naturally extroverted? Is there a project that has nothing to do with their current job that you can assign them to because you know it is related to a career path they aspire to? Those are all healthy examples of how you can incorporate autonomy into your workplace culture.

Coaching / Continuous Learning

Coaching is something every leader should be prepared to do – to both their team and to the individuals they support. Coaching ties in well to a workplace culture that promotes continuous learning, helping the team and the company stay fresh while also helping to create an inclusive, multi-generational workplace culture and to promote both collaborative and inclusive behaviour. In addition, coaching, continuous learning and being inclusive are especially important to Gen Z and Millennials.

I invite you to recognize these two generations enjoy being coached AS WELL AS coaching others, sharing their experience and helping others grow. Reverse coaching and/or reverse mentoring are important opportunities for individual and team motivation. And don’t worry if your employees are working remotely. Help employees meet other employees outside of their immediate circle and build new, meaningful relationships from afar by implementing a virtual mentorship program. These relationships will not only create meaning and benefit for them in part by satisfying our natural need to connect with one another, they will also create new synergies within the company and improve employee productivity and loyalty. 

Wondering how to start and who to include? During your one-on-one meetings with each of your team, be sure to ask them how they want to be coached and if they see opportunities where they can give back and coach others.

Opportunity for Advancement

Higher salary and opportunities for advancement have always been high on the list for Boomers and certainly of interest for Generation Xers. Unfortunately for Gen Xers, the economic downturns of the late 1980’s, early 2000’s and then again around 2008/2009 meant that fewer Boomers left the employment market for their expected “Freedom 55”. This meant the career advancement opportunities and higher salaries didn’t materialize as quickly as young Gen Xers expected. Thankfully, Gen Xers are finally getting their chance, even though they are now also competing for leadership positions against bright, well-educated and technologically save Millennials.

It is still worth taking a moment of pause here however because the traditional definition of ‘Opportunity for Advancement’ is shifting. Millennials and Gen Zers don’t only see advancement as a promotion. They also see advancement as opportunities to gain experience and opportunities to broaden their network. So, while an employee may stay in their current position, take time to learn about what they want to learn and where they would like to gain experience because it’s possible you can inspire a very motivated employee by giving them opportunities that are easily within reach and where they actually may be able to add a new point of view.

Conclusion

If you are a leader I urge you to learn as much about everyone you work with and especially people who report to you. What are their wants, needs and preferences as they relate to what they work on, how they like to work, how they like to be rewarded and connected to their preferences specific to working remotely (or not). What are their career aspirations? How can you support workplace training for each of the generations who count on you?

In addition, take a moment to consider your own leadership style and how you support, mentor and coach your team. For example, is your leadership preference lean toward creating a workplace culture where you:

• Give team members a lot of autonomy and little supervision - let them come to you when they have questions or need something

• Intentionally work at creating a culture of equality, diversity, openness and belonging

• Feel you have to have total control and make all (or most) of decisions - especially the critical high-profile decisions

• Value collaboration and input from all stakeholders, listen openly, and watch out of biases in order to explore all options before making a decision

• Focus on strategy, vision and values while making sure everyone has the resources they need to deliver

There is great value for todays leaders to focus on their soft skills and to know what inspires and motivates themselves and the people around them as they lead and create a multigenerational workplace culture.

Thank you for reading. I hope you have enjoyed.

Bruce

About Bruce and Bruce Mayhew Consulting.

Bruce is Corporate Trainer and Executive Coach.

As a Corporate Trainer Bruce Mayhew (of BMC) specialize in customized Time Management Training, Email Etiquette Training, Leadership & New Leadership Development, Generational Differences and other soft skills training solutions in Toronto and across Canada. Bruce is also an Executive Coach to a few select clients.

BMC helps your greatest assets think productive and be productive.

Bruce is an experienced motivational speaker in Toronto and has inspired audiences across Canada and within the USA and the UK. Bruce works hard to always make sure your training event, conference, retreat, or annual general meeting is a success.