In nearly two decades as a business owner, I’ve learned that understanding people is key to unlocking their true capabilities. When a person or a group is struggling, sometimes the organization must evolve to enable them to do their best work—not vice versa.
Today, research plus TikTok trends like “quiet quitting” suggest that Gen Z is struggling with engagement more than any other generation. It would be easy for business owners to assume younger employees have a half-baked work ethic—but that would be a disservice to Gen Z and companies alike. Younger employees aren’t hardwired to do the bare minimum—a tumultuous professional landscape has disillusioned many of them. It falls on leaders to proactively work to understand Gen Z and in doing so, transform their impact on the workplace from minimal to meaningful.
Here are some of the ways that Gen Z’s unique blend of traits can benefit their organizations.
Gen Z autonomy and pragmatism
Gen Zers, or Zoomers have often been labeled as overly individualistic. Research shows that they’re quicker to jump jobs than previous generations, prioritizing their wellbeing over company loyalty. Zoomers want to work for companies that support them in building their personal brands. They’re heavily invested in their self-actualization.
At the same time, Gen Z professionals are remarkably pragmatic. They aim to define success on their own terms, but they’re proactive about figuring out the practical steps to achieve it.
For some, this blend of autonomy and hyper-pragmatism might seem like a threat to the old way of doing things. In the past, the most valuable employees followed the rules, advanced on a predictable path, and adhered to strict hierarchies. In today’s rapidly evolving workplace, businesses are better served by employees who are motivated to take charge of their destinies.
In my experience, employees who feel in control of their futures are not only more engaged and satisfied, but they’re more likely to stay with the company for the long haul. Rather than resisting Gen Z’s instinct to carve their own paths, leaders can nurture it. For example, leaders can initiate ongoing conversations about employees’ personal visions of success and offer guidance and mentorship on getting there. Companies can loosen rigid hierarchies with rotating and expertise-based models of leadership. They can also embrace personal brand building as an asset, not a threat, to company…
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