TL;DR: a quick summary for busy readers
Gen Z isn’t breaking the workplace - they’re revealing where it was already broken
What looks like “entitlement” is often boundaries, and what looks like “laziness” is often a rejection of pointless busyness
They’re teaching us that leadership needs more emotional intelligence, transparency, respect for boundaries and a sense of purpose
The challenge isn’t them - it’s outdated leadership styles that rely on pressure, hierarchy and silence
Leading Gen Z well means curiosity, clarity, fair accountability, regular feedback and recognising that growth doesn’t always mean managing people
In short, Gen Z are not the problem. They’re a mirror. And if leaders are willing to learn, everyone benefits. Read on to learn more:
Managing Gen Z
Most leaders I work with ask the same question: how do I best manage my younger team members? Gen Z is pushing managers to rethink leadership - and in my opinion, this is a very good thing.
This blog explores what’s going on with Gen Z at work, what they’re teaching us about leadership, and how you can adapt your style to get the best from them.
To be clear upfront: this is not about generation-bashing. No “snowflake” talk. No lazy stereotypes. No sweeping claims that “they don’t want to work.”
What’s really going on with Gen Z at work
If you’ve led anyone under 30 recently, chances are you’ve heard things like:
“They’re so sensitive.”
“They won’t stay late.”
“They just want to be influencers.”
None of that is helpful.
Through a more positive lens -
What we call “entitlement” is often boundaries
What we call “laziness” is often a rejection of pointless busyness
What we call “disloyalty” is often frustration with stagnant leadership
Gen Z isn’t breaking the workplace. They’re revealing where it is already broken. And if we’re willing to pay attention, they’re showing us how to fix it.
What Gen Z is teaching us about leadership
What Gen Z needs from their managers isn’t radical or coddling. It’s just human.
Four big lessons stand out:
1. Emotional intelligence isn’t a bonus - it’s essential
When a Gen Z employee openly discusses their mental health or asks about psychological safety, they’re not being dramatic. They’re telling you what they need to do their best work.
They expect managers to create environments where they can speak up without being punished. That means:
Being open about wellbeing
Having meaningful one-to-ones, not just status updates
Responding with empathy, not eye-rolls
This isn’t soft. It’s strategic. People don’t innovate, speak up or stay in environments that punish vulnerability.
2. Transparency beats authority
Gone are the days of “because I said so.”
Gen Z grew up with infinite information at their fingertips. They’re used to context, explanation and challenge.
They expect managers to:
Explain the “why,” not just the “what”
Be honest about what’s working and what’s not
Admit mistakes and invite feedback
If you’re clinging to old-school command-and-control tactics, prepare to be ignored. This generation doesn’t just want to be told what to do. They want to understand, contribute and collaborate.
3. Boundaries aren’t disloyalty
There’s often quiet panic when someone leaves at 5pm.
However, staying late isn’t a character trait. It’s often a lack of boundaries - and Gen Z are refusing to carry that baggage.
They value:
Work-life balance (for real, not as a slogan)
Flexibility without guilt
Time off that’s actually off
They’re not being lazy or disengaged. They just know that burnout isn’t a badge of honour. Instead of judging them for it, maybe we should thank them for reminding us that well-being is part of performance.
4. Purpose is not a buzzword
Gen Z doesn’t just want a payslip - they want to know the work they’re doing matters.
That could mean:
Clear links between their role and company impact
Honest discussions about environmental and social policies
A sense that their ideas and values are taken seriously
It doesn’t mean you need to save the planet. But it does mean you need to stop pretending people will stay loyal to vague missions and meaningless metrics.
Why are so many managers struggling?
If all of this is good, why do so many leaders find managing Gen Z hard?
Because Gen Z isn’t just asking for different things - they’re exposing the leadership gaps we haven’t filled.
If your leadership style relies on:
Assumptions of deference
Motivation by pressure
Loyalty without trust
“My way or the highway” decision-making
...then yes, this generation will be a challenge. But the real issue isn’t Gen Z. It’s that leadership has often been learned by osmosis - and rarely updated.
What you can do differently
Here’s how to manage Gen Z - and really, it’s how you should manage everyone.
1. Get curious, not critical
Instead of eyeing them suspiciously, start by asking:
“What helps you do your best work?”
“What are your career goals?”
“How can I support you better as your manager?”
Treat them like capable contributors — not a problem to solve.
2. Make expectations explicit
Don’t assume anything is obvious. Spell out:
What success looks like
What the timeline is
How updates should be communicated
What’s negotiable - and what’s not
This generation values clarity more than “just figure it out” chaos.
3. Hold them accountable - without shame
Gen Z can absolutely handle feedback. What they don’t respond well to is being blindsided, humiliated or made to feel disposable.
When things go off track, use language like:
“Here’s what I was expecting - here’s what I noticed instead. What’s going on from your point of view?”
“How can we course-correct together?”
“What support might help?”
Accountability doesn’t have to mean blame. It can mean growth.
4. Give regular, useful feedback
Don’t save it all for a formal review.
This generation craves feedback - but only if it’s specific, fair and helps them improve.
You could try:
“That report was well-structured - clear and concise”
“Next time, let’s check the figures earlier so we’re not rushing”
Short, honest, actionable.
5. Stop assuming management is the end goal
Gen Z’s ambivalence toward “climbing the ladder” often confuses senior leaders.
Just consider:
They might not want your job
They might not want a team
They might value skill development or project ownership more than hierarchy
Don’t take it personally or see it as a lack of ambition. Instead, ask:
“What does growth look like for you?”
“What kind of impact do you want to have here?”
Then find ways to help them get there - even if it doesn’t follow your path.
What you can do this week
If you want to improve how you manage younger team members - and frankly, your whole team - here’s where to start:
Have a proper check-in: ask “What’s helping you thrive here? What’s getting in the way?”
Set or revisit expectations: don’t rely on “common sense” - clarify outcomes, timelines and communication
Acknowledge something that’s going well: look for effort, progress or attitude - not just polished results
Ask what career growth looks like for them: then actually listen
Reflect on your reactions: next time you feel triggered by someone’s boundary or question, pause and ask yourself what story you’re telling about it
Let’s recap
Managing Gen Z isn’t a new leadership skill. It’s the same leadership skill - but with less ego, more empathy and a lot more clarity.
This generation isn’t soft. They’re smart. They’re values-driven. They’re asking for things many of us wished we could ask for when we started out.
Yes - they’ll push you. But if you’re willing to learn, they’ll also make you a better leader.
Because this isn’t about generations. It’s about evolution. Leadership that actually works - not just for them, but for all of us.
If you’d like more support in building the kind of leadership that works for every generation - including Gen Z - take a look at my Leadership Accelerator Premium programme or one-to-one coaching. You’ll find the details at www.waterfallhill.co.uk/services.
