The nature of work is rapidly changing. Together with the need to integrate new tech and develop a talent pipeline, today’s leaders have to navigate and engage an increasingly diverse workforce.
Managers and workplace leaders are, understandably, frazzled. A recent survey revealed that 56% of senior executives are likely to leave their current role within the next two years, owing to growing workloads and job stress.
Leadership training programs need to adapt to equip managers with more specific and tailored skills to create the environment where these diverse teams will thrive.
Management Approaches and Skills Need to Evolve
The entry of Gen Z — those born between 1997 and 2012 — into the workforce is a significant milestone. It marks the first time that four generations of workers will share the workplace, putting Gen Z alongside the Baby Boomers, Gen X and Millennials.
Notably, Gen Z attitudes, behaviors and expectations are vastly different to those of the other generations they share office space with, prompting some to label them “difficult to work with.” However, they have the tech savvy, entrepreneurialism and creativity that businesses need in an increasingly competitive marketplace.
To attract, retain and effectively manage these young workers that — according to Ernst & Young, will constitute one-third of the workforce by 2033 — workplace leaders need to be empowered with new skills, and should rethink traditional management approaches.
6 Leadership Approaches to Prioritize
To attract, retain and manage Gen Z workers effectively, consider teaching these key leadership approaches in your training efforts:
1. Support work-life balance.
Gen Z consider work important, but it’s not at the core of their life, as it was for many Baby Boomers, meaning they’re less likely than their counterparts to volunteer to work during evenings or weekends. Instead, Gen Z makes sure they have time for experiences, travel, hobbies and interests outside of work. Leaders who support this through flexibility of work hours/tasks and improved mobility are more likely to engage and retain these workers, as demonstrated by a Deloitte study, which found that 25% of Gen Z workers who chose to remain at their current job stayed because their employer offered good work-life balance.
2. Prioritize mentorship, learning programs and skills development.
According to a recent study, 74% of Millennial and Gen Z workers are likely to resign within the next 12 months if they lack access to skill-building opportunities. Gen Z workers see skills development as the key to their career growth and expect their employers to offer them learning opportunities. Start by understanding which skills each employee wants to develop, and how they visualize their career progression. Make sure to include soft skills training (i.e., training on skills like communication, collaboration, adaptability and conflict resolution), which some Gen Z workers tend to lack.
Instead of “supervising” their development through annual or six-monthly performance review, coach or mentor them, providing frequent and direct feedback that links the individual’s performance to the company’s goals.
3. Foster tech adoption and innovation.
It turns out that the biggest barrier to the scaling of new technology, such as artificial intelligence (AI), is not employees. According to McKinsey’s “Superagency in the Workplace” report, almost one-half of employees believe that training is the most important factor for (AI) adoption, but many report they’re not supported adequately in learning more. It’s key to invest in training that’s tailored to employee needs, and to support workers in the adoption of tech tools. However, keep in mind that some Gen Z workers tend to hide behind screens — they may prefer texting or emailing customers rather than connecting in person or by phone. For best results, balance their tech training with development and coaching in soft skills, as well as essential life skills like financial literacy and problem-solving.
4. Give workers agency.
Gen Z does not expect loyalty between the employer and employee (compared to Boomers, who typically stay with an employer for many years). They take an entrepreneurial approach to work, moving from one employer to another if they see better opportunities for growth or contribution. They have a strong sense of agency and, given their access to immediate information, they don’t see colleagues with more work experience as having superior knowledge (and will question the status quo). It also means that they expect and seek change, and are motivated by having Where appropriate, provide them with the platform and support to exercise their entrepreneurialism and drive change — be it by designing their own job role and/or title, giving input into company decisions or launching a new customer rewards program.
5. Do good.
Gen Z wants to work for an employer who cares — both about solving the complex problems facing the world, and about their health and well-being. A Deloitte report found that almost one-half of Gen Zs are stressed all or most of the time, undermining retention efforts and productivity. The same report revealed that 75% of Gen Zs and Millennials consider an organization’s community involvement and social impact to be key factors when evaluating potential employers. Implement programs that address the causes that matter to them and ensure the company’s engagement is authentic and transparent. Alongside this, take appropriate actions to provide mental health support to employees, such as employee assistance programs (EAPs) or mental health services. Foster an open and inclusive environment, providing flexibility or time off for mental health concerns and ensure managers are leading by example.
6. Build managers’ essential skills.
The same soft skills that need to be developed among Gen Z workers are the skills deemed critical for leadership in the workplace of the future, including communication, empathy and conflict resolution as well as curiosity and creative thinking. Versatile leadership — the ability to adapt one’s approach to better motivate teams and resolve conflicts — is powerful, with research by Wilson Learning demonstrating that this can drive up productivity and engagement by as much as 56%.
For organizations and managers willing to go beyond traditional leadership approaches, these strategies may increase job satisfaction and effectiveness in engaging’ team members, enabling leaders to achieve greater results with less stress.
