Gen Z Rising – How to Lead Tomorrow’s Leaders
If hearing the term ‘Gen Z’ conjures only vague images of tech-savvy teens dancing on TikTok, it’s probably time to update your frame of reference. While the youngest are still pre-teens, the oldest among this broad cohort are approaching their late twenties – and with 2024 slated to be the year that Zoomers overtake Boomers in the workforce Jo Duffy, Head of Content at Future Strategy Club, explores why it’s imperative that businesses are prepared to navigate the seismic generational shift that lies ahead.
“They place a premium on inclusivity in all aspects of their lives — and at work, this means not just in hiring practices but also in organisational culture, decision-making processes, and leadership representation.”
At this point, it almost goes without saying that we’re living through an age of rapid, era-defining changes in the workplace: from the remote and hybrid revolutions brought about by the pandemic to the recent advances in AI technology, the last five years have perhaps seen a more drastic evolution in business norms and expectations than the previous twenty combined.
But the next major, less-discussed upheaval in the workforce will be a demographic one. Ready or not, the Gen Zs are coming — and understanding them will be crucial to the success of any forward-thinking organisation.
By looking closely into the latest research on the needs, attitudes and aspirations of Gen Z — including through our own surveys and interviews — we uncovered a layered portrait of a diverse, resilient generation with deeply-held values, unique communication styles, and high expectations for the workplaces that await them. Companies that can rise to the challenge of meeting these are likely to witness increased innovation, better brand loyalty, and a future-facing workforce that's engaged and motivated. Those that don’t may pay the price in high turnover, decreased morale and ultimately being left in the dust by better-attuned competitors.
So, who are Gen Z, what do they want from the world of work — and how can responsively adapting your culture and EX offering help your business to stay competitive in the years to come?
Coming of Age in the Age of Tech and Turmoil
Born between 1997 and 2012, Gen Z is the first generation raised in an era where instant information and global connectivity are considered norms rather than novelties. Having grown up amidst unprecedented technological progress, they’re frequently dubbed ‘digital natives’ — but focussing on their digital habits without considering the major economic and socio-political upheavals that have also shaped their formative years would be akin to discussing an artwork by only focussing on its frame.
Their lives have already encompassed events of major global significance, from the 2008 financial crisis to the rise of social movements like #MeToo and Black Lives Matter, and more recently, the Covid-19 pandemic. Such events were not background news updates: they were society-shaking experiences which dictated job prospects and financial outcomes for themselves and their families, altered their educational experiences, and reshaped their daily lives.
Social media’s collision with our modern 24-hour news cycles has given them a front row seat to the vulnerabilities of our interconnected world, while also enabling them to witness — and often pioneer — incredible strides in social justice and environmental activism. Its ubiquitous presence in their daily lives is a double-edged sword, democratising information and amplifying underrepresented voices on one hand, while blurring the lines between genuine connections and digital facades on the other, often increasing feelings of isolation and the pressure to curate perfect lives.
Diverse, Driven, Done With Old Norms
Generation Z are not only diverse in terms of race, culture and ethnicity — research shows they are the most ethnically diverse generation to ever exist in the West — but in their wide span of ages and life stages (explored further in our profiles on ‘micro-generations’), and their fluid personal outlooks on gender and sexuality. According to recent research, only 53% of Gen Z would describe themselves as exclusively straight, and 25% of Gen Zers globally expect to change gender at least once in their lifetime[3].
“As digital natives, Gen Z are first-rate bullshit detectors: they have the tools to fact-check, verify, and explore multiple perspectives before forming an opinion, and empty corporate platitudes around sustainability or social issues are unlikely to cut it with them.”
As therefore might be expected, they place a premium on inclusivity in all aspects of their lives — and at work, this means not just in hiring practices but also in organisational culture, decision-making processes, and leadership representation. Gender fluid and non-binary Gen Zers in particular seek out companies that celebrate diversity, and advocate for a spectrum of identities to be recognised and respected within corporate culture. Interestingly, there is some divergence in priorities between male and female Zoomers, with women exhibiting a strong inclination towards workplaces that advocate for equality, social responsibility, sustainability and ethical practices, while the men place more emphasis on innovation and technology, gravitating towards companies that push the envelope in tech and nurture ambitions to develop groundbreaking solutions.
While both purpose and pay feature high on the list of Gen Z’s workplace priorities, it’s clear that flexibility and work-life balance are especially crucial to them; according to a recent LinkedIn survey, 72% of Gen Z have either left or would consider leaving a job because their employer did not offer a feasible flexible work policy. This desire for balance also appears to have translated into a distinct entrepreneurial streak: despite the upheaval to the self-employment market post the COVID-19 pandemic, many Gen Zs are looking to find the earliest opportunity to go solo, with about 54% wishing to start their own company.
With this in mind, the war for talent, as well as an open-minded approach to restructuring working practices, is key for any organisation looking to bring this generation’s innovation and ambition in house.
Meet the Micro-Generations
From pre-teens to uni students to working adults, Gen Z is far from a monolith — and understanding them isn’t a one-size-fits-all task. To help navigate the nuances of age and life stage within this diverse cohort, we've identified three distinct micro-generations:
Zillennials
Currently aged 23 - 27
Born around the turn of the century, the Zillennials have one foot in the Millennials’ world and another planted firmly in Gen Z’s realm. Remember DVDs and flip phones? Yeah, they do too. But they've also been online since forever, and highly value creativity, authenticity, and social consciousness. Now in their twenties, they're already making their mark in the workforce: embracing side gigs, making hybrid work models work for them, and adding their own twist to the Millennial hustle culture.
Core Zs
Currently aged 17 - 22
Gen Z’s middle children were born into the upheaval of the post-9/11 era, and came of age amid the crescendo of social media and smartphones. True digital natives with strong social consciences and rebellious spirits, they’re passionate about social justice and activism, and are often the driving force behind viral trends. Now mostly in higher education or just entering the workforce, they’re bringing their curiosity, creativity and status-quo questioning instincts with them.
Z Alphas
Currently aged 11 - 16
The youngest of the bunch, the Z Alphas are yet to join the world of work, but will certainly shape its future. Having grown up amidst the disruption of the pandemic, they're resilient, adaptable, and super tech-savvy.Sharing traits with both the rest of Gen Z and the generation that comes next (Gen Alpha), these unique communicators are intuitive online content consumers, critiquers and creators. As they enter the workforce, they'll undoubtedly bring fresh perspectives and innovative approaches — and it would pay dividends to be ready for them.
Personalise Your Approach (and Your Perks)
With broad exposure to global cultures and diverse experiences, and their admirable level of commitment to personal passions, chosen social causes and holistic well-being, Gen Z do not appreciate blanket solutions at work. In our research, 82% of respondents emphasised the importance of personalisation in their work environment — whether that relates to the type of projects they take on, the feedback they receive, or the L&D opportunities presented.
As managers, understanding your employees on an individual level is always the standard to aim for, but it goes a particularly long way with this generation.
Three critical factors in managing Gen Z as individuals:
Customise career pathways to align with their personal goals where possible, rather than providing only generic, job-specific routes.
Offer targeted — and continuous — learning to enhance their experience in particular areas of interest, or address personal skills gaps.
When it comes to benefits, consider offering a ‘menu’ of perks to choose from rather than a standard, fixed package. Benefits which are popular with working parents or senior professionals may not offer the same value for a more junior cohort at the start of their careers, and enabling Gen Z employees to take an active role in choosing what would benefit them most personally — whether that’s mental health support, further education grants, or flexible work schedules — will signal respect for their individual needs, boosting their engagement at work.
Take a Hard Line on Soft Skills
No one emerged from the pandemic entirely unaffected; while it did usher in some welcome workplace changes, such as greater flexibility, it also had more complex consequences for many — some of which are only now becoming clear.
In terms of the long-term professional impact, no generation was more affected than Gen Z. The oldest among them were early in their careers when the pandemic first struck, but the majority have no first-hand experience of a typical “pre-pandemic” office — many began their first jobs in fully-remote or hybrid working environments, while thousands more spent significant chunks of their school or university years learning remotely, away from their peers.
“Our research showed that 78% of Gen Z employees felt that they missed out on developing certain interpersonal skills due to the predominance of virtual communications in their early career stages.”
So while this digital landscape offers some new freedoms, the young employees who’ve never known anything different have been (often inadvertently) deprived of the organic, in-person interactions that traditionally foster crucial ‘soft skills’, from interpersonal communication to team collaboration and conflict resolution. Our research showed that 78% of Gen Z employees felt that they missed out on developing certain interpersonal skills due to the predominance of virtual communications in their early career stages.
It’s clear that this is a gap managers need to proactively address, and there are a number of ways to do this. Interactive, in-person skills sessions with the whole team can be a great way to tackle the issue head on, by focussing on communication, problem-solving, teamwork and adaptability, while other steps — such as mentorship programs and inter-departmental collaborative projects — allow Gen Z employees to learn from their colleagues more organically, while refining their interpersonal skills.
Managers shouldn’t be afraid to also give constructive feedback to Gen Z hires if their workplace interactions need improving, but would do well to approach it with empathy. Remember, while many of us had the luxury of learning ‘unspoken’ codes of office conduct on the job, this generation got off to a disorienting start — and some gentle guidance will go a long way.
Vibe Check: Authenticity is Everything
It should perhaps come as no surprise that a generation reared on fake news, conspiracy theories and corporate scandals grew up to crave transparency and truthfulness from those in charge; in fact, our research highlighted that 80% view it as a pivotal factor in leadership, equating transparency directly with respect.
As digital natives, Gen Z are first-rate bullshit detectors: they have the tools to fact-check, verify, and explore multiple perspectives before forming an opinion, and empty corporate platitudes around sustainability or social issues are unlikely to cut it with them. Their demand for transparency stems from a yearning for leaders who not only share information but also context, rationale, and even vulnerabilities.
Authenticity is always key. They are most likely to respond to leaders who tell it like it is: who are present and honest during both challenges and triumphs, explain the “why” behind their decisions and strategies, and implement genuine open-door policies, where candid discussions are encouraged.
Most importantly, managers should cultivate environments where feedback is a two-way street. Not only does it create a culture of mutual trust and respect, but it gives today’s leaders the opportunity to learn from tomorrow’s.
And with this generation, that’s an opportunity you won’t want to miss. Soon to be the biggest demographic in the workforce, their expectations might seem different to any that have come before, but they will quickly come to represent the norm.
So make no mistake: meeting Gen Z’s expectations now means setting your business up for success in a landscape that will be shaped by their fresh ideas, instinctive innovation, and unwavering belief that better things are possible — both at work and in life.
Author: Jo Duffy, Head of Content at Future Strategy Club
Jo has spent over a decade in the creative industries as a senior copywriter, editor and content strategist. She is fanatical about storytelling, and has assisted some of the world’s leading brands in telling parts of theirs, including Google, Maserati, Meta, American Express, Fiat, Electrolux, and more. Regrettably, she is not a Gen Z (but qualifies as a Zillennial under some definitions).
