Managing Gen Z at Work: 9 Strategies and Tips for Today’s Leaders
Born between 1997 and 2012, Gen Z is the newest generation in the workforce. Gen Z has been shaped by uncertainty and disruption—including digital growth, global events, and economic shifts—yet craves stability and brings a strong sense of authenticity and purpose to their roles.
But for all their adaptability and technical prowess, members of Gen Z—much like Millennials and Gen X before them—are often (and perhaps unfairly) criticized for their perceived shortcomings in the workplace. In fact, 40% of managers feel that Gen Z isn’t prepared for work, with 45% of hiring managers saying that Gen Z is the most difficult generation to work with.
However, it’s not because Gen Z is inherently inept; they simply seem to lack the human skills previous generations take for granted, revealed by the 70% of managers who believe that Gen Z lacks communication skills and overall work ethic. Understandably, this can cause frustration for many leaders, with almost 40% of managers saying they prefer to use AI than to hire Gen Z workers, while 60% of employers say they’ve fired new Gen Z employees within months of hiring them.
That being said, it’s equally telling that 75% of managers say they don’t understand what Gen Z needs in the workplace. And because Gen Z is poised to make up 30% of the total workforce by 2030, it’s crucial that organizations identify and address these needs—not only to attract and retain Gen Z in the short term but to help them truly thrive and make meaningful contributions to the workforce for the foreseeable future.
Greatness lies within each of us. In order to find it, we have to leap over the paradigms that limit us toward new paradigms that liberate us.
By seeking first to understand Gen Z, your organization’s leaders can more effectively manage these new hires and provide them the support they need to acclimate to the workplace. Appreciating the unique conditions that influenced Gen Z’s development, as well as the distinct skills they bring to the table and the potential challenges they now face at work, will help today’s leaders close crucial gaps and put these recent grads on a clearer path to success.
Gen Z Employees: Key Characteristics and Challenges
Although they’re known for being ambitious and adaptable, Gen Z prioritizes job stability, as well as transparency in the workplace. They don’t just want open communication at work; they expect it. Studies have found that entry-level employees—the group in which Gen Z most often finds itself—are increasingly seeking clear, authentic, and vision-driven communication from the C-suite, with these employees overwhelmingly saying they don’t have the necessary understanding and context related to goals and business objectives to do their jobs well.
That desire for information speaks to Gen Z’s hunger for knowledge. In fact, surveys show that 65% of Gen Z respondents describe themselves as being eager to learn, with nearly one-quarter of Gen Zers saying that learning and development opportunities act as a prime motivator at work. And as self-driven learners, Gen Z employees seek out environments that support both their individual development and their ability to make an impact. They often gravitate toward a more collaborative workplace structure, as opposed to a traditional hierarchy, where they feel their voices and ideas can make a difference. To that end, they also seek to fulfill their sense of purpose at work; they’re colloquially known as the purpose-driven generation, with nearly two-thirds of Gen Z saying it’s “very or extremely important” that they work for employers who share their values.
But while Gen Z wants to fulfill their purpose and live their values at work, that doesn’t mean they’re willing to be chained to their desks. Gen Zers place immense value on work-life balance, with 32% of Gen Z employees ranking work-life balance as the top priority when evaluating jobs (compared to 28% of Millennials and 25% of Gen Xers who say the same). Many see workplace flexibility as a way to counteract burnout, with 73% of Gen Zers saying they want permanent, flexible alternatives to the in-office 9-to-5.
But whether they’re working remotely or at the office, Gen Z also values the opportunity to collaborate with others and receive recognition for their contributions. Data reveals that 78% of young Millennial and Gen Z workers want to receive recognition at least a few times a month from their manager or supervisor. Interestingly, even though 83% of Gen Zers say they want to feel more appreciated at work, one survey found that Gen Z employees receive the most workplace recognition out of any generation. However, the way in which generations wish to be recognized may differ. Because Gen Z thrives on authentic communication, they often value when recognition from their managers extends beyond simple Slack messages to tactile representations of appreciation like bonuses, raises, promotions, or career development opportunities.
Of course, you can’t talk about Gen Z in the workplace without mentioning their technical skills. This generation was the first to experience the internet as a given part of daily life. As digital natives, they instinctively use technology to learn, communicate, and innovate. This can be a huge benefit to businesses attempting to leverage rapidly evolving tech like artificial intelligence, as the majority of Gen Z currently uses AI tools. However, surveys show that this generation often lacks the critical thinking skills required to assess the accuracy and overall value of AI-generated results.
This gap illustrates a larger challenge for many Gen Zers: While they have technical know-how and are able to adapt to new advancements more quickly than previous generations, they often exhibit gaps in the so-called “soft skills” that help employees thrive at work.
In many ways, this is through no fault of their own. Because Gen Z was set to enter the workforce during the COVID-19 pandemic, many of these new grads missed out entirely on the post-collegiate work experiences—like internships, mentorships, and face-to-face onboarding—that previous generations took for granted. The systems many institutions had in place to acclimate students and recent grads were suddenly eliminated when remote work became the new norm. And while universities and organizations scrambled to roll with the punches, Zoom classes and video conference calls can’t replace the osmosis-like knowledge transfer that occurs with in-person training.
Unsurprisingly, 46% of Gen Z employees said in a study that the pandemic made pursuing their educational or career aspirations more difficult. As a demographic that was already predisposed to digital communication preferences, Gen Zers have largely missed out on the critical skills and experiences—like networking, collaborating, public speaking, and even understanding the intricacies of workplace politics and socialization—that Millennials and Gen X were naturally able to acquire during their initial introductions to the workforce.
But contrary to popular belief, that doesn’t mean Gen Z is hopeless when it comes to human skills. It simply means today’s leaders need to make a conscious effort to provide comprehensive onboarding and ongoing training—often with higher levels of support—to get recent grads up to speed and ready to thrive at work.
9 Essential Strategies for Managing Gen Z Employees
The problem of leadership today is that managers are still applying the Industrial Age control model to knowledge workers. They fail to tap into the highest motivations, talents, and genius of their people.
A recent Gallup poll found that 54% of Gen Z employees—the largest percentage of any generation in the workforce—feel ambivalent or disengaged at work. Addressing employee disengagement among Gen Z and preparing them for success at work prove to be two sides of the same coin. By utilizing strategies that tap into Gen Z’s desire for purposeful impact, recognition, and learning opportunities, leaders can help Gen Z acclimate to the workplace, bridge gaps in skill development, and increase workplace motivation for recent grads. Here are some practical suggestions and areas of focus for leaders who want to more effectively manage Gen Z.
1. Engage in Transparent, Open Communication
Sometimes referred to as “True Gen” on the global stage, Gen Z wants their leaders to demonstrate ethical, trust-building behaviors. However, surveys have revealed that managers may have their work cut out for them: Half of Gen Zers say they’re more comfortable confiding their work issues in AI than in their managers.
Gen Z expects honest, consistent communication from leadership, but they may also need more reassurance than other generations. Although they’ve experienced a lot of change in their lives, that doesn’t mean they’ve built the resilience needed to move through the stages of the Change Model effectively. Leaders can help Gen Z build greater resilience and assuage their FOMO (Fear of Missing Out) by providing them with the information they need to do their jobs well, understand the direct impact they make, and what needs to happen next.
Gen Z values directness; they seek to understand not just what decisions are made, but why they are made. Open communication about company goals, team performance, and other challenges will build trust and commitment. Creating a culture where feedback flows both ways ensures Gen Z employees feel heard and respected, enhancing engagement and ownership.
Download our free guide, Change: 5 Self-Coaching Questions, to discover your approach to change and how to guide your teams through it.
2. Set Clear Expectations
Ambiguity can lead to disengagement and poor performance, especially for a generation that prioritizes clarity in communication. When expectations regarding outcomes, deadlines, and roles are clearly defined from the outset, all team members—including those belonging to Generation Z—can volunteer their best efforts and see the connections between those efforts and the goals being achieved. Leaders can ensure alignment by collaboratively defining and revisiting what success looks like. When expectations are clear, employees feel more secure in their responsibilities and better equipped to deliver meaningful results.
Establishing a system for defining and executing on your most important goals can tie your organization’s mission, your team’s initiatives, and your employees’ efforts together. The 4 Disciplines of Execution® framework, for example, can allow Gen Z team members to more clearly understand your Wildly Important Goals and the most impactful activities that support achieving those goals, as well as how keeping a scoreboard and a cadence of accountability will keep teams focused and winning.
Discuss goals in more specific and measurable ways with your reports when you download our free guide, 4 Ways to Refine and Execute Your Team Goals
3. Provide Robust Onboarding and Continuous Learning Opportunities
As self-driven learners, Gen Z thrives in environments where knowledge is accessible and encouraged. Offering regular opportunities to build new skills through on-the-job learning, cross-functional projects, mentorship, and curated digital resources is essential. Integrating learning into the organizational culture, rather than treating it as an occasional event, enables employees to become more agile, capable, and confident in their contributions.
Organizations with comprehensive learning and development (L&D) programs can captivate eager-to-learn Gen Z employees who have a desire to upskill, reskill, or gain insights that can support their professional aspirations. Platforms like the FranklinCovey All Access Pass® can provide HR leaders with the digital and in-person resources they need to facilitate consistent learning opportunities—especially those centered around human skills—for Gen Zers, as well as track growth and participation among employees.
4. Establish Purpose-Driven Progression Paths
Ambitious and future-focused, Gen Z desires a roadmap for growth. In fact, new research shows that 65% of Gen Z is eager for career growth and professional development. They seek clarity on the skills needed for advancement, definitions of success, and potential career trajectories. Providing structured development plans and discussing career paths early and regularly reinforces their sense of purpose and investment. Leaders who work with their teams to identify visible and attainable growth opportunities can improve both performance and retention.
Additionally, crafting a personal or team mission statement can help clarify Gen Z’s purpose, making their daily work feel truly meaningful. Work with your team to build your mission statement and see the powerful direction it can provide for your newest reports.
5. Hold Regular Check-Ins
Gen Z values ongoing, two-way dialogue over infrequent performance reviews. Short, consistent check-ins—like weekly 1-on-1s—allow managers to offer real-time feedback, recognize achievements, and make timely course corrections. These conversations reinforce that leadership is truly invested in their growth and development while simultaneously showing that leaders are open to the new ideas Gen Z brings to the table. Regular touchpoints also enhance clarity, support accountability, and deepen the sense of connection between employees and leaders.
Not sure what to include in your 1-on-1 meetings with your Gen Z team members? Download our free tool, 100+ Questions for Better 1-on-1s With Your Direct Reports.
6. Prioritize Autonomy, Trust, and Accountability
Gen Z seeks autonomy in how they approach their work—but they also expect a strong foundation of accountability. Leaders should clearly define the “what” and the “why,” while giving employees the freedom to determine the “how.” Note that both autonomy and accountability hinge on a high level of trust. Trust is essential; when extended thoughtfully, it encourages ownership and innovation. But autonomy must be accompanied by clear expectations, follow-through, and consistent standards. A high-trust, high-accountability environment fosters confidence, discipline, and strong performance.
At a time in which Gen Z lacks trust in most major institutions, leaders can make a major difference for this group that generally finds authority figures to be “sus” (suspicious or suspect) by finding opportunities to demonstrate and extend trust. Whether you’re keeping commitments, practicing active listening, clarifying expectations, being accountable for your own results, or showing your faith in your team’s abilities, you can more readily build the trust Gen Z needs to come into their own at work.
Download our free toolkit for leaders: How to Build Trust and Unleash the Potential of Your Direct Reports
7. Facilitate Collaborative Environments
Gen Z thrives in collaborative, team-oriented settings where new ideas are encouraged and innovation is a shared responsibility. They are energized by environments that emphasize connection and collective problem-solving and are generally drawn to environments that aren’t limited by hierarchal structures. While it’s important for leaders to set realistic expectations about their company’s organizational structure, they can foster collaboration by supporting project-based teamwork and cross functional teams, creating open communication channels, and involving employees in decision-making when possible. When Gen Z feels their voice matters and their input shapes outcomes, they are more invested, creative, and committed to team success.
Habits 4, 5, and 6 of the 7 Habits of Highly Effective People® are especially impactful for building collaborative teams and developing collaboration skills in Gen Z employees.
- Habit 4: Think Win-Win® is the principle of abundance, enabling individuals to approach situations looking for ways that everyone can win. Rather than viewing these scenarios as a competition, individuals exhibit a growth mindset that shows there’s enough for everyone. Learning to approach others with a sense of generosity and partnership—carefully balancing courage and consideration in their interactions—can help Gen Z build stronger, trust-centered relationships at work.
- Habit 5: Seek First to Understand, Then to Be Understood® is the principle of respect, helping team members listen, honor, and understand others’ perspectives, experiences, and ideas. Instead of responding automatically to get their point across, team members can learn how to listen first to more deeply understand and connect with others. Knowing how to truly listen effectively is key to constructive collaboration.
- Habit 6: Synergize® is the principle of creative collaboration, allowing team members to leverage those different perspectives to solve problems, innovate with fresh ideas, and achieve more together than any one person could do alone. Valuing differences makes teams stronger, smarter, and more creative because they help us think outside the box and see the world in new ways. Learning to synergize requires team members to build on the habits that come before to create situations where everyone can hear, understand, ideate, and win.
Download our free Public Victories guide to learn how the 7 Habits of Highly Effective People can facilitate greater collaboration, creativity, and performance in your teams.
8. Recognize and Reward
Recognition plays a key role in motivating Gen Z. This generation values authentic and specific feedback that’s connected to meaningful contributions. Whether it’s public praise, personalized messages, or performance-based rewards, consistent acknowledgment reinforces desired behaviors and outcomes. Recognition is most impactful when it ties back to organizational values and shows that individual efforts are seen and appreciated.
Register now for our complimentary webcast, Leading Gen Z: Empowering the Next Generation to Thrive
9. Emphasize the Importance of Renewal
Gen Z is undoubtedly concerned with well-being at (and outside of) work. Studies show that 52% of Gen Zers feel burned out at work, while other research reveals that Gen Z overwhelmingly struggles with stress, anxiety, and loneliness.
Leaders who emphasize and model the importance of renewal activities outside of work, as well as prioritizing work-life balance, can build trust and provide support to Gen Z employees who might understandably feel overwhelmed by their transition into the workforce.
Habit 7: Sharpen the Saw®, the last of the 7 Habits, centers around the importance of renewal; without achieving balance with self-care, no one can do their best at work. By encouraging their reports to disconnect after working hours, use vacation and sick days, and engage in activities that bring them joy and align with their values—and by making sure to do the same themselves—leaders can show their Gen Z reports that they care about balance and their well-being.
Download our free guide, Manage Your Energy to Do Your Job Well: 5 Tips for Constant Self-Renewal, to share with your teams.
Overcoming Challenges When Managing Gen Z
Managing Gen Z requires intentional communication and clear expectations. While they are fluent in digital tools, meaningful connection often requires face-to-face or video interaction. Leaders should thoughtfully choose when to use digital efficiency and when to prioritize human connection to build trust and alignment.
At the same time, Gen Z often enters the workforce with high ambitions for quick advancement. To channel that drive productively, leaders must set clear development expectations, emphasize the importance of mastering fundamentals, and frame growth as a journey with both short- and long-term milestones.
Gen Z’s formative years were shaped by economic instability, making financial security and transparency top priorities. Organizations can build trust by providing context behind decisions and offering steady, honest communication during times of uncertainty.
Additionally, concerns about Gen Z’s work ethic often stem from misunderstanding. They measure effort by results—not hours—and are motivated by autonomy, purpose, and impact. Leaders can foster strong performance by setting clear standards, modeling accountability, and recognizing outcomes. When expectations are aligned with values, Gen Z consistently brings focus, discipline, and meaningful contribution.
The Future of Work with Gen Z
Developing—or perhaps redeveloping—a healthy organizational culture in today’s environment requires an investment of patience, trust, and support. But the reward is a workforce that shows up authentically, does their very best work, and is less likely to exit when things get tough.
As Gen Z shapes the future of work, they look for purpose, progress, and development. They expect transparent, data-driven performance systems and continuous skill-building in roles aligned with meaningful goals. To retain Gen Z, organizations must foster environments that prioritize growth, offer frequent and development-focused feedback, and provide clear career paths to satisfy employees’ professional ambitions. When aligned with authentic values, flexibility, and a culture of recognition, these elements ensure that Gen Z doesn’t just stay—they actively contribute to shaping the future of the organization.
Empowering Gen Z: The Future of Work Starts Now
While it’s easy to dismiss Gen Z for their perceived shortcomings, understanding Gen Z is a strategic necessity as they increasingly shape the workforce. Their digital fluency, values-driven mindset, and desire for meaningful growth are transforming how work is done. Managing Gen Z in the workplace requires leaders who are clear, responsive, and authentic, thriving in environments that balance purpose and accountability. Gen Z’s tech-savviness influences how they solve problems, communicate, and innovate. However, to retain and empower these recent grads, leaders must prioritize clarity, trust, and adaptability in a landscape shaped by hybrid work, AI, and multi-generational teams. By leading with purpose and executing with discipline, organizations can unlock Gen Z’s full potential.
Equip your leaders with the mindset, skills, and tools they need to attract, retain, and unleash the potential of the newest generation in the workforce. Download our free guide, Be the Leader Who Breaks Through to Gen Z: How to Get Recent Grads to Stop Task Masking and Start Engaging at Work.