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Brain Circuits
Do you know the ABC of Gen Z?
Assumptions about digital natives in the workplace often prevent leaders from building more meaningful connections. Jackie Cooper dismantles the myths and offers practical insights into what this generation wants from their employers and leaders.
The myths
Gen Z feels entitled
They are not entitled: they are fearful and curious. Many Gen Zers were educated in environments that encouraged inquiry and critical thinking, yet their willingness to ask questions is often misread as entitlement.
They are arrogant
Questioning authority isn’t arrogance, either – it’s a way of seeking safety in an uncertain world. Having come of age through two recessions, a pandemic, and ongoing sociopolitical turmoil, Gen Z has learned to ask questions as a form of self-protection.
They shirk responsibility
Far from dodging responsibility, Gen Zers are taking steps to protect their long-term ability to thrive. This means work-life balance is a priority, not a perk.
They lack loyalty
Gen Z doesn’t lack loyalty – they just define it differently to previous generations. For them, loyalty is not about staying with one company for decades, but rather alignment with their personal values.
They’re screen addicts
Gen Z may be the first true digital natives, but that doesn’t mean they want to live entirely online. They value technology for what it enables – connection, access, and creativity – but they’re equally vocal about the importance of real-world interaction, physical spaces, and offline authenticity.
They do the bare minimum
Much has been said about Gen Z’s impact on workplace culture, from “quiet quitting” to “task masking”. But this behavior isn’t new – it’s simply naming things older generations have quietly done for decades. Gen Z is demystifying work culture, not undermining it.
How to get ahead with Gen Z
Listen
Edelman Trust research shows that the large majority of Gen Z employees are more motivated to perform well when they feel their ideas are heard.
Cultivate curiosity
Gen Z employees also agree that leaders who welcome input from junior staff earn more of their trust. This means Gen Z thrives in environments where curiosity is cultivated, not crushed.
Feedback
Managers who treat questions as threats risk stifling innovation. Instead, leaders must foster a feedback-rich culture where questions become the starting point for better solutions.
Provide work-life balance
Gen Zers want flexibility, mental health support, and authentic inclusion. For the youngest working generation, mental health support is more important than salary.
Provide mentoring
Gen Zers also want to be nurtured in their careers, with clear pathways for progression. Structured mentoring, visible career tracks, and reverse mentoring opportunities go a long way in retaining top talent.
Key takeaways
Gen Z has grown up amid global instability, disinformation, and corporate overpromising. As a result, they’re not easily swayed by polish or prestige. Trust is built from the ground up, through lived actions and accountability.
Authors
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