I believe that effectively leading Generation Z employees (born between 1995 and 2009) internally outweighs the economic challenge facing us externally. The external macro market, we have little control over; the internal micro market is where we must focus our efforts.

Managing Gen Z presents a unique set of challenges due to their distinct characteristics and preferences, and Gen Z’s desire to understandathe ‘why’ and ‘how’ it benefits them is at the core of what they commit their time and effort to. Traditional ‘telling’ style of management simply does not work. Successful leaders must communicate context as well as content.

Common challenges are:

• Technology reliance: Gen Z is highly reliant on technology for communication and information access, which can create issues with traditional communication methods in the workplace. This means combining their love of new technology, with the tried and tested traditional personal communication channels.
• Short attention spans: Gen Z is used to consuming information in quick, bite-sized chunks, which can make it challenging to keep them engaged in longer tasks or projects. Confirming messages and initiatives are understood and adopted is essential. Redesigning outdated onboarding and L&D programmes is essential to their engagement and success.
• Desire for instant feedback: Members of Gen Z are accustomed to instant feedback and may struggle with more traditional performance review processes. Gen Z want to see quick wins and success. Leadership is developing their ability to master ruthless efficiency to productivity ratios, matching the ‘why’ with the ‘how’.
• Work-life balance: Gen Z prioritises work-life balance and may seek flexibility in work hours and remote work options. They want to be able to do more work in less time. Leadership must learn to measure success in terms of quality and not purely on quantity.
• Desire for purpose: Gen Z is driven by a desire for meaningful work and may be more likely to seek purpose-driven organisations, posing challenges for companies that do not emphasise their social impact. Leaders must be able to articulate the Employee Value Proposition (EVP) and establish the ‘Why’ with every colleague.

To successfully manage Gen Z colleagues, it is important to understand and adapt to their unique traits and preferences, provide opportunities for growth and development, offer regular feedback and recognition, and create a supportive and inclusive work environment. This must be coupled with agreeing clear expectations and understanding the needs of the employee and the needs of the business. It must be a clear and explicit two-way agreement.

Leadership is today a side-by-side psychological contract of trust, mutual respect and meaningful connection. ‘One-size-fits-all’ leadership simply does not work. Leadership is about communicating the need of the business and the need of the individuals and achieving maximum success.

It is fascinating to see how current Millennials lead Gen Z, and it will be even more interesting to see how Gen Z will lead Gen Z.

Sid Barnes is CEO, Mastermind Consulting and managing partner, Elite Leaders

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