A Gen X Guide to Mentorship: Challenging the Misconception of Gen Z as the “Worst Workers”
Gen Z has garnered a reputation for being among the worst workers. This notion is often reinforced in discussions about workplace ethic. This perception is clearly flawed, and as modern managers, we need to explore why this perception exists and propose solutions for contemporary management, mentorship, and business leadership.
The Combustible Topic of Work Ethic
Whenever the topic of work ethic surfaces, it inevitably ignites passionate debates. Critics often argue that younger generations, particularly Gen Z, lack the dedication and discipline seen in older generations. This narrative is not limited to the UK; similar sentiments are echoed across the pond in the US. For instance, some business owners refuse to hire Gen Z employees, citing poor experiences and a perceived lack of commitment.
But here’s the truth: this perception is fundamentally flawed.
Challenging the “Lazy Generation” Narrative
The idea that Gen Z is inherently lazier than previous generations is fundamentally flawed. Biologically and evolutionarily, it is implausible that a single generation could evolve to be lazy. If we accept that human nature hasn’t changed drastically, we must look for deeper reasons behind Gen Z’s perceived disengagement in the workplace.
Scott Galloway, a professor at NYU, offers a contrasting view. He finds that the young adults he teaches are extraordinarily talented, hardworking, and socially conscious. This suggests that the issue may not lie with Gen Z themselves but with the environments they are entering.
You can watch Galloway’s full video above, but Galloway highlights several economic and societal challenges contributing to this perception:
- Economic Decline for Youth: For the first time in US history, 30-year-olds are not doing as well economically as their parents did at the same age. This trend signifies a breakdown of the social contract, causing dissatisfaction among young people.
- Wealth Inequality: Older generations have seen significant wealth increases, while younger people are 24% less wealthy than their counterparts 40 years ago. Economic policies have often transferred wealth from young to old.
- Social Security and Stimulus Issues: Pandemic stimulus packages have benefited older, wealthier generations, increasing asset prices and making home ownership harder for younger people.
- Higher Education Critique: Higher education institutions are criticized for their high costs and student debt, which restrict access to education.
- Political Representation: The political system is seen as unrepresentative of the younger population, dominated by older politicians.
- Vocational Training: There’s a need for more vocational training to match the current job market.
- Youth Discontent and Activism: Young people’s frustration manifests in activism, highlighting the need for strong spokespersons and coherent messages.
- Diversity and Inclusion Backlash: Affirmative action should be based on socioeconomic needs rather than race or gender.
Understanding Gen Z’s Work Preferences and Motivation
One significant factor affecting Gen Z’s work ethic is the erosion of hope. After years of hard work, traditional career paths promised rewards like home ownership and financial stability. However, many Gen Z’ers view these rewards as increasingly unattainable due to rising living costs and economic instability. This loss of hope dampens motivation, leading to disengagement in the workplace.
Moreover, Gen Zs value deliverables over time spent in an office, and prioritise their own interests and passions over ‘Hustle culture’. This generation tends to experience a different type of burnout than older generations. They seek meaningful work and clear benefits in return for their efforts.
The entrepreneurial spirit of Gen Zs further challenges the lazy stereotype. According to a 2020 survey by WP Engine, 62% of Gen Z plans to start their own business. Similarly, Yahoo Finance reports that 84% consider being a creator a feasible career path. These statistics indicate a willingness to work hard, but on their terms, leveraging the internet and social media to create opportunities.
What Companies Need to Do
Companies must adapt to the changing landscape to effectively engage Gen Z. This involves offering more than traditional benefits and recognizing younger workers’ unique needs and motivations. Flexible working conditions, opportunities for personal growth, and meaningful work are critical.
Gary Vaynerchuk encapsulates this well: Gen Z understands their options and will only settle for satisfactory conditions. Companies must genuinely care for their employees and offer compelling reasons to work hard.
These kids have options; they understand how to make dollars being influencers on TikTok.
Embracing a Multigenerational Workforce
A Harvard Business Review study found that over 80% of global leaders believe multigenerational workforces are key to growth. Yet, less than half include age diversity in their DEI initiatives. Companies must tailor their approaches to different generations, offering varied incentives and creating cohesive teams that bridge generational gaps.
The Gen X Manager’s Perspective: Challenges and Approaches to Mentorship
As a Gen X manager, I have found that coaching and mentorship with Gen Z have presented unique challenges and remarkable opportunities. The traditional hierarchical model of mentorship, where advice is dispensed top-down, often falls short with Gen Z. This generation seeks a more collaborative and reciprocal approach to learning and development.
- Adapting Communication Styles
Gen Z values open, transparent, and frequent communication. Thanks to social media and digital platforms, they are accustomed to instant feedback. As a manager, I have adapted by ensuring regular check-ins and leveraging digital tools to maintain a continuous dialogue. - Fostering Mutual Learning
Mentorship is no longer a one-way street. I have embraced a mindset of mutual learning, where I learn about new technologies and cultural trends from my younger colleagues, while they benefit from my experience and strategic insights. This approach bridges the generational gap and fosters a culture of continuous learning and respect. - Empowering Autonomy
Gen Z thrives on autonomy and responsibility. They are more engaged when given ownership of projects and the freedom to innovate. As a mentor, I provide guidance and support while allowing them the space to explore and make decisions. This empowerment leads to greater job satisfaction and productivity. - Emphasising Purpose and Impact
Understanding that Gen Z seeks meaningful work, I ensure that their projects and tasks align with their values and passions. By connecting their roles to the organisation's larger mission, I help them see their contributions' impact, enhancing motivation and engagement.
Conclusion: Owning the Problem and Solutions
It is crucial to recognize that the issue of disengaged Gen Z workers is not a generational problem but a workplace culture problem. Businesses need to own this problem and actively seek solutions. Engaging with Gen Z requires understanding their unique needs and motivations and offering them a compelling reason to invest their efforts in a company’s success.
By fostering an inclusive and motivating work environment, companies can harness the potential of all generations, driving growth and innovation in the process. The solution is a mutual partnership and understanding rather than perpetuating stereotypes and misconceptions.
In conclusion, mentoring Gen Z as a Gen X manager has enriched my perspective and strengthened my leadership. By adapting our approaches to coaching and mentorship, we can unlock the full potential of this dynamic generation and build a harmonious and productive multigenerational workforce.
