Managing Gen Z (Without Trying to Be Cool)

Stop managing the generation. Start managing the individual

One of the biggest misconceptions about Gen Z is that they’re all the same. In reality, it’s an incredibly diverse generation. We’ve seen different, distinct cohorts emerge, particularly those whose education or first jobs were disrupted by Covid. Experiences like that leave a lasting mark.

Generational labels can be useful, but they shouldn’t become stereotypes. Through our research, we’ve found that while certain themes consistently emerge – purpose, work-life balance and inclusion, for example – they don’t apply in exactly the same way to everyone, or in every culture. Managers need to stay curious about the individual in front of them rather than assuming that everyone born within a particular time period shares the same attitudes, motivations or ambitions.

Oh, and…

The same applies to communication. Don’t fall into the trap of thinking you need to speak Gen Z’s language or mimic the way they communicate on social media. At best, it’s cringe. At worst, it creates distance rather than connection.

Explain why – not just what

One thing we’ve consistently found is that Gen Z wants to understand why they’re doing something, not simply what they’re being asked to do. They want to know how their work creates value for the organisation, how it contributes to something bigger and whether it aligns with their own values.

I remember one of our Gen Z Observatory members saying, “I want to make an impact.” (To which the immediate response from a senior executive was, “But what does making an impact actually mean when you’re 22?”) But the answer wasn’t about changing the world overnight. It was about knowing that your work matters. And for managers of Gen Z, that’s an important distinction.

Giving people context – not just instructions – helps them understand where they fit and why their contribution is important.

Don’t mistake digital natives for digital experts

One of the funniest assumptions managers make is that because Gen Z has grown up with smartphones and social media, they’re naturally brilliant with technology. That’s simply not true. Growing up with technology that ‘just works’ isn’t the same as understanding it.

Young employees still need coaching, support and opportunities to develop new digital skills. Managers shouldn’t assume they’ll automatically know how to use – or how to ‘figure out’ – every platform or system simply because they’re younger. Familiarity isn’t the same as expertise.

By the way, Gen Z are often super interested in analogue tech and the way we used to work. It’s a good talking point.

Keep earning their commitment

Previous generations often joined an organisation with the expectation that they’d gradually build a career there. Gen Z tends to think differently. They’re deeply committed to projects, to learning and to managers who invest in them – but they don’t necessarily feel committed to an organisation simply because they happen to work there.

That means engagement can’t be treated as something that’s established during onboarding and then taken for granted. The lesson for managers isn’t that Gen Z lacks loyalty. It’s that loyalty needs to be continually earned. It’s a subtle difference.

Don’t assume they want to work from home

One of the biggest misconceptions about Gen Z is that they want to do everything remotely. Our research suggests almost the opposite. Many young people feel that working from home is only beneficial once you’ve already learned how workplaces function, built relationships and developed confidence. Those who entered the workforce during or just after Covid often missed those experiences.

Gen Z also has a more complex relationship with technology than many people assume. They understand the benefits of being connected, but they’re also acutely aware of its downsides, particularly when it comes to loneliness and mental wellbeing. That’s why many are rediscovering the value of real-world experiences (i.e. spending more time with other people).

For managers, the lesson is: don’t think of the office purely as a place to get tasks done. For Gen Z, it’s also where they learn how organisations and relationships work, how hierarchies fit together, and encounter perspectives that sit outside the carefully curated digital world. Those experiences are difficult to replicate remotely – and they’re often where some of the most important lessons about work are learned.