Organisations become great when leaders plant tress whose shade they know they shall never sit under
This wisdom speaks to the long-term impact that one generation has on the next, underscoring the importance of leaders investing in younger generations, knowing they may not always see the immediate fruits of their labour.
Our upcoming Uspire Live event encourages leaders to adapt more rapidly to the multi-generational workplace and be prepared in advance for the next cohort!
“Each generation has its own definition of success. Some may value job security, while others prioritise work-life balance. Our job as leaders is to offer flexibility and space for everyone to define their own success.”
Marc Benioff, CEO of Salesforce.
The outlook and identity of a generation are often shaped by significant historical events, which can leave lasting imprints on the way an entire group perceives the world. In fact, the names given to certain generations often reflect these defining moments. For example, the Lost Generation; those who lived through the harrowing experience of World War I and earned their name due to the widespread disillusionment and existential malaise that marked the era. Similarly, the Greatest Generation refers to those who came of age during World War II and is so named for the sacrifices many made during that global conflict, resulting in a sense of heroism and collective duty.
Organisations become great when leaders plant trees
whose shade they know they shall never sit under
The children of the Greatest Generation, known as Baby Boomers, were born into a world shaped by the post-war boom. However, their outlook was later influenced by the Vietnam War, the civil rights movement, and the social upheavals of the 1960s, events that challenged the stability they had known in their early years.
Following them, Generation X experienced a period marked by rapid technological advances and evolving societal norms, while millennials (those born between 1981 and 1996) came of age during a time defined by the September 11 attacks and the global spread of the internet, shaping their worldview around security concerns and the rise of digital communication.
Gen Z, the newest major generational cohort, has similarly been shaped by major global events like the COVID-19 pandemic, climate change, and ongoing economic instability. However, it is important to acknowledge that while these broad societal changes help characterise a generation’s shared experiences, they can never fully account for the diversity of individual perspectives within each group. Within any generation, there are countless unique voices, values, and life choices that defy easy categorisation.
Some social scientists even caution against over-reliance on generational labels, noting that the focus on shared experiences can sometimes obscure the personal factors that truly motivate individuals. While generational theory provides a useful framework for understanding social change on a broad scale, it should be viewed as a tool for exploring common experiences, rather than a definitive explanation for individual behaviour. Understanding this nuance is key to grasping both the benefits and limitations of using generational analysis to interpret societal trends.
Although, philosophers like Auguste Comte have even argued that generational change is the fundamental driver of social progress. According to Comte, each generation’s entry into new life stages, such as adolescence, adulthood, or parenthood, represents a crucial moment in shaping society’s future. As a generation collectively faces the challenges, opportunities, and innovations of their time, they act as a driving force for societal evolution.
This theory of generational change suggests that the experiences of a particular generation are crucial to understanding the broader historical trajectory of a society. For example, a generation that grows up during a period of economic hardship may prioritise financial stability and resourcefulness, while a generation raised in a time of technological revolution may embrace innovation and change. Each generational cohort brings with it a unique perspective, shaped by the events and trends they experience together.
“You have to earn the trust of all generations by showing that you respect their values. Whether that’s flexibility for the younger generation or stability for the older, the focus should be on mutual trust and respect.”
Indra Nooyi, former CEO of PepsiCo.
This blog though delves into the current challenge for leaders and the defining traits of Generation Z, exploring how their upbringing, identity, and worldview differ from those of previous generations, and why they are set to play a pivotal role in shaping the future of your organisation.
Generation Z stands at a unique crossroads between the past and the future. As the second-youngest generation, they are preceded by millennials and followed by Generation Alpha.
A brief word about the Alpha generation
“In youth we learn; in age we understand.”
Marie von Ebner-Eschenbach, Austrian writer.
Generation Alpha, born between 2010 and 2024, is already having a profound impact on consumer behaviour, the future of work, and brand engagement. This generation, defined by its deep integration with technology, is expected to reshape industries and demand significant shifts in how businesses operate.
Generation Alpha will enter the workforce in an era dominated by AI and automation, expecting workplaces that are technologically advanced and flexible. Their early exposure to AI tools will make them highly adaptive to digital transformations, but they will also expect a focus on work-life balance and mental health support.
They will prioritise purpose-driven careers, seeking employers that align with their values of sustainability and social responsibility. Their need for flexible working conditions, remote options, and mental health support will become non-negotiables in future workplaces.
Generation Alpha is set to redefine consumer behaviour, with an increasing demand for brands that resonate with their environmental consciousness and ethical considerations. Brands that demonstrate a commitment to sustainability and social issues will thrive, as this generation seeks more than just functional products; they value emotional connection and purpose. Their brand choices reflect a sophisticated understanding of value, emphasising both the practical and emotional impact of their purchases.
This generation is shaping the social media landscape, becoming major influencers even at a young age. Their preferences are shifting away from social media platforms like TikTok, due to concerns about online safety, and toward platforms they consider safer, such as YouTube. This move signals a more discerning approach to social media, where trust and safety are becoming more critical to brand success. As influencers and consumers, Generation Alpha will continue to elevate brands that resonate with their ethical and emotional expectations.
Generation Alpha’s brand preferences already show a trend toward purpose-driven and emotionally resonant brands. In a recent survey by Beano Brain, brands like YouTube, Nike, and McDonald’s ranked highly, illustrating that this generation values brands that offer entertainment, engagement, and emotional connection. Their influence on brands is powerful; companies must pivot toward sustainability, safety, and ethical marketing to capture their loyalty.
In summary, Generation Alpha will demand more from both their workplaces and the brands they engage with. Their deep integration with technology, along with their focus on sustainability and ethical practices, means businesses must innovate to stay relevant. This generation’s influence will push industries to prioritise flexibility, emotional connection, and purpose in both products and work environments.
Understanding Generation Z
Generation Z, often referred to as Gen Z, represents the cohort of individuals born between 1996 and 2010. As the second-youngest generation, they find themselves sandwiched between millennials and the emerging Generation Alpha. What sets Gen Z apart is their deep connection to the digital world. They are the first generation to grow up with the internet as an integral part of their daily lives, earning them the title of “digital natives”. This constant digital exposure has not only shaped their behaviour and values but has also influenced their world views in significant ways.
In addition to their digital fluency, Gen Z has come of age in a time marked by immense societal changes. From grappling with climate change anxieties to navigating a volatile financial landscape and enduring the far-reaching impacts of the COVID-19 pandemic; their formative years have been anything but typical. These unique experiences have moulded a generation that is socially conscious, resourceful, and keenly aware of the challenges facing the world today.
Gen Z is a “Generation Defined by Uncertainty and Digital Immersion”
Like all generations, Gen Z’s behaviours and perspectives have been deeply influenced by the world in which they grew up. What sets them apart, however, is the particular set of challenges and technological advancements that have shaped their formative years.
Raised in an era marked by the looming threat of climate change, the widespread economic uncertainties of recent decades, and the disruptions caused by the COVID-19 pandemic, Gen Z has developed a unique sense of resilience and adaptability. The impact of growing up under the shadow of these global crises has made them acutely aware of the precariousness of the future. Economic stability feels elusive, environmental sustainability is a pressing concern, and the pandemic has left lasting effects on their social, educational, and professional lives. These events have fostered a generation that is not only pragmatic but also deeply concerned with social justice, mental health, and sustainability.
Another defining trait of Gen Z is their relationship with technology. The oldest members of this generation were born in a world where the internet had just begun to achieve widespread use, while the youngest were introduced to smartphones and social media almost as soon as they could talk. This seamless integration of the digital world into their daily lives has earned them the title of “digital natives.” Gen Z is the first generation to have grown up fully immersed in the internet age, with constant access to information, entertainment, and social connections at their fingertips. This has greatly influenced how they communicate, consume media, and engage with the world around them.
Spanning a wide age range, Gen Z encompasses individuals at very different stages of life. The oldest members are now in their late 20s, entering the workforce, buying homes, and even starting families. Meanwhile, the youngest members are still navigating their early school years. Despite these differences, the shared experiences of economic uncertainty and digital immersion bind this generation together. And their influence is only set to grow. By 2025, Gen Z is expected to make up a quarter of the population in the Asia-Pacific region, underscoring their global significance and potential to shape the future.
While Generation Z is a unique diverse group of individuals with varying perspectives and life experiences, several defining characteristics unite them as a cohort. As the first true “digital natives,” Gen Zers have grown up in a world where the internet is omnipresent, fundamentally shaping how they engage with the world. For many, being “extremely online” is second nature. Whether it’s working, shopping, dating, or socialising, Gen Z conducts much of their lives through digital channels. In parts of Asia, for example, members of Gen Z are known to spend six or more hours per day on their smartphones, which have become indispensable tools for navigating modern life.
One of the hallmarks of this generation is their reliance on the internet for nearly all forms of information. Whether looking for the latest news, researching products, or reading reviews before making a purchase, Gen Z instinctively turns to online sources. They’re adept at flitting between websites, apps, and social media platforms, each forming a part of their interconnected digital ecosystem. This ability to multitask across digital spaces reflects their fluid relationship with technology. However, having grown up with the pressures of social media, Gen Zers tend to be more selective in curating their online identities compared to previous generations. While they are avid consumers of online media, many are also embracing trends of anonymity, opting for smaller, more personalised online presences, even as they maintain an active digital life.
The rise of video-sharing platforms like TikTok has been a defining feature of Gen Z’s coming of age. TikTok, in particular, has become a cultural hub for Gen Z, who make up 60 percent of the platforms over one billion users. Through TikTok and other similar platforms, Gen Zers share their thoughts, feelings, and cultural preferences, driving trends and influencing public conversations. These platforms also provide spaces for Gen Z to connect over shared passions, whether in fandoms like gaming or K-pop, where they bond with both real-life friends and people they’ve only met online.
Another notable trait of Gen Z is their idealism and commitment to social progress. As part of a new wave of “inclusive consumers,” Gen Z is more socially conscious than previous generations. They care deeply about issues like climate change, equity, and sustainability. Gen Z is particularly vocal about the need for purpose and accountability in the companies and institutions they support. Whether it’s advocating for diverse representation or pushing for more sustainable practices, Gen Z is demanding that organisations align with their values. For this generation, consumer choices are not just about products, but about principles.
This idealism extends beyond consumption, shaping Gen Z’s broader worldview. They are a generation that believes in the possibility of meaningful change and are motivated to contribute to causes that matter to them. While there is no single way to define an entire generation, these common characteristics provide a snapshot of what makes Gen Z distinct in the modern world.
So, how do you manage Gen Z??
The book “Managing Generation Z”, by Robin Paggi and Kat Clowes is a comprehensive guide aimed at employers and HR professionals to help them understand and manage Generation Z in the workplace.
They emphasise the importance of recognising that Gen Zers are more cautious and pragmatic, shaped by witnessing the financial struggles of older generations. They also stress the need for businesses to adapt to this generation’s technological fluency and desire for meaningful work. The book provides practical tips on recruiting, onboarding, developing, and retaining Gen Z talent, along with advice on how to give constructive feedback and foster an inclusive, supportive work environment.
The book, however, sometimes relies on generalisations, which may detract from its credibility. Despite this, it offers valuable insights into the mindset of a generation that is set to dominate the workforce and provides actionable strategies for managers looking to engage with and retain Gen Z employees effectively.
Key themes include tech-savviness, flexibility in the workplace, clear communication, and the necessity of aligning company values with social and environmental issues important to Gen Zers.
- Gen Z employees are highly proficient in digital tools and prefer tech-integrated work environments. Their fluency with technology makes them efficient workers but requires companies to stay updated on new tools and platforms.
- Having witnessed the financial struggles of older generations, Gen Z tends to be cautious and pragmatic in their career expectations. They prioritise job stability and clear financial goals but also seek work that aligns with their personal values.
- Gen Z employees value diversity and inclusivity in the workplace. They prefer to work for organisations that foster supportive environments and are transparent about their commitment to social issues like sustainability and equity.
- Flexibility is key for Gen Z, particularly in terms of remote work and non-traditional work hours. They are also drawn to roles that offer personal fulfilment and align with their values, making it essential for companies to provide purpose-driven job opportunities.
- Gen Z employees thrive on clear and direct communication. They value frequent feedback and are more engaged when they have clearly defined goals and a strong sense of purpose in their roles.
- To retain Gen Z talent, employers need to focus on creating a work environment that values their contributions, recognises their achievements, and provides opportunities for growth. Competitive compensation, mentorship, and continuous learning opportunities are key components in keeping Gen Z employees satisfied in the long term.
How do multi-generations integrate in the work environment
A great reference point is the book “How to Make Friends Across Age Groups at Work”, by Jeff Tan which offers valuable insights on fostering relationships and breaking down generational barriers in the workplace. The core premise of the book is that while workplace friendships can improve employee satisfaction, productivity, and overall work culture, the generational gap can pose challenges to forming these connections. The author emphasises that understanding differences in communication styles, values, and work-life expectations between generations is crucial for building meaningful relationships.
Tan begins by sharing personal anecdotes, reflecting on how, early in his career, he was more focused on impressing hiring managers than building community with co-workers. However, over time, he realised that these workplace friendships significantly enriched his professional and personal growth. This realisation underpins much of the advice provided in the book.
Key strategies from the book include:-
- Understanding generational differences requires empathy. Older employees may value hierarchy and stability, while younger generations like Gen Z value flexibility and purpose. Recognising these differences fosters better communication.
- Despite age differences, co-workers can find common ground through shared interests, be it hobbies, professional goals, or mutual respect for diverse viewpoints.
- The book highlights the importance of cross-generational mentorship, where older employees can share wisdom and experience while younger employees offer fresh perspectives and tech-savviness. This reciprocal relationship strengthens connections and facilitates knowledge transfer.
- A key focus is dismantling stereotypes about age groups. Rather than assuming older workers resist change or that younger workers lack experience, Tan encourages seeing each person as an individual with unique strengths and insights.
- Adjusting communication styles to match the preferences of different age groups is another practical strategy. For example, Gen Z might prefer quick, digital communication, while Baby Boomers may favour face-to-face discussions. Tan argues that adapting to these preferences shows respect and fosters stronger relationships.
The book also discusses the importance of inclusivity in workplace friendships, emphasising that creating an environment where all generations feel valued and included can lead to better collaboration and innovation.
If we understand Gen Z and the importance of friendships how does this translate to the challenge of managing a multi-generational team?
Here at Uspire we particularly like the insights of Emma Waldman who offers a detailed guide on how leaders can effectively manage teams that span multiple generations, a reality that has become increasingly common in today’s workforce. With employees from as many as five generations (ranging from the Silent Generation to Generation Z) now working side by side, understanding how to navigate generational differences has become crucial for business success.
Key Concepts and Strategies from her work are as follows:-
Stereotypes and Realities
“The danger of generational stereotypes is that they can prevent us from truly understanding people. Each person is unique, and while generational generalisations can provide insights, they can also create unnecessary barriers.”
Megan Gerhardt, Gentelligence.
One of the first challenges in managing a multi-generational team is overcoming the stereotypes often associated with different age groups. Phrases or unconscious bias like “OK boomer” or “snowflake” create division and misunderstanding. Waldman emphasises that these stereotypes are not only harmful but also prevent managers from fully leveraging the strengths of each generation. Instead of focusing on these assumptions, Waldman encourages managers to seek out the unique strengths and experiences each generation brings to the table. Each generation’s work preferences and values are shaped by the socio-economic conditions in which they entered the workforce, and understanding this context is key to managing them effectively.
Cross-Generational Collaboration
“To unlock the full potential of a multi-generational team, leaders need to create a culture where age is not seen as a barrier but as a resource for diverse perspectives.”
Mary Barra, CEO of General Motors.
Waldman highlights the importance of cross-generational learning. Different generations have unique skills and perspectives to offer. For example, while younger employees may be more adept at using technology, older employees might have more experience in leadership or navigating complex organisational challenges. By encouraging mentorship and collaboration between different generations, managers can foster a more inclusive environment where employees learn from each other. This approach also helps build stronger team dynamics and creates opportunities for innovation by blending diverse perspectives.
Communication the Key to Integration
“In multi-generational teams, the key challenge is communication. A Baby Boomer might value a face-to-face meeting, while a Gen Z employee prefers a quick text. Understanding and accommodating these differences is crucial for effective teamwork.”
Harvard Business Review.
Communication preferences can vary widely across generations. For example, younger employees may prefer quick, digital forms of communication like instant messaging, while older generations might value face-to-face conversations or more formal emails. Waldman stresses the need for flexibility in communication. Instead of enforcing a one size fits all approach, managers should encourage their teams to communicate their preferences openly and find a middle ground. Creating an environment where everyone feels heard and respected is critical for maintaining productivity and reducing potential conflicts.
Technology and Innovation
“The digital divide is real. Younger employees expect instant communication and digital tools, while older generations may prefer more traditional methods. Bridging this gap is crucial for team efficiency.”
Satya Nadella, CEO of Microsoft.
One of the most significant generational divides in the workplace today is related to technology. Younger employees, particularly those from Gen Z, have grown up in a fully digital world, while older employees may have had to adapt to technological advancements later in their careers. This difference can sometimes create friction, but Waldman argues that it can also be a source of strength. Upskilling and reskilling initiatives are essential in helping older employees stay current with technology, while younger employees can learn valuable leadership and decision-making skills from their more experienced counterparts. Creating a culture where ongoing learning is embraced by all generations helps ensure that the organisation remains agile and competitive.
Work-Life Balance
“Different generations often approach their work and personal lives in distinct ways, and these different attitudes can sometimes cause friction within a team. The goal should be to find common ground and mutual respect.”
KPMG Study on Managing Generations.
Generational differences also influence how employees view work-life balance. For instance, millennials and Gen Z workers often place a high value on flexible work arrangements, such as remote work or flexible hours. Baby Boomers, on the other hand, may be more accustomed to traditional office structures.
Waldman advises managers to adapt policies to meet the diverse needs of their teams. Offering flexibility in how and where work is done can improve employee satisfaction and retention across all generations.
Avoiding Generational Conflict
Waldman discusses the importance of addressing and resolving conflicts that arise from generational differences. Managers should be proactive in identifying sources of tension, whether they stem from communication gaps, differing work styles, or conflicting values. Encouraging open dialogue and empathy can help bridge these gaps. For example, younger employees can benefit from understanding the historical context of older employees’ work ethics, while older employees can learn to appreciate the fresh perspectives and new approaches younger generations bring to the table.
Inclusive Leadership and Humility
“The greatest strength of a multi-generational workforce lies in its diversity of thought and experience. The challenge is ensuring every voice, from all generations, is heard and valued equally.”
Emma Walmsley, CEO of GlaxoSmithKline (UK).
Effective leadership in a multi-generational workforce requires inclusivity and diversity. Leaders should ensure that all team members, regardless of their age or generation, feel valued and heard. This involves not only recognising the strengths of each generation but also providing opportunities for career growth and development that cater to the unique needs of each age group. Inclusive leadership also means adapting management styles to fit the needs of the team. For instance, some employees may prefer more direct guidance, while others may thrive in environments that allow for autonomy and self-direction.
Mentorship
Mentoring is another crucial aspect of managing a multi-generational team. Waldman highlights the benefits of reverse mentoring, where younger employees mentor older colleagues in areas like technology and social media, while older employees provide mentorship in leadership, strategy, and industry knowledge. This reciprocal relationship helps foster mutual respect and ensures that knowledge flows in both directions, enhancing overall team performance.
A Shared Vision
One of the best ways to unite a multi-generational team is by creating a shared sense of purpose. Waldman emphasises the importance of aligning the team around common goals that transcend generational differences. By focusing on the larger mission of the organisation, managers can help their teams move past individual preferences and differences and work together toward a common objective. This shared vision fosters a sense of unity and collaboration.
Change is the Only Constant
.“When the winds of change blow, some build walls, others build windmills.”
Chinese Proverb.
The workplace is continuously evolving, and managing a multi-generational team requires the ability to adapt to change. Waldman discusses how generational shifts such as the increasing presence of digital natives in the workforce impact everything from communication to job expectations. Successful leaders must be agile and open to new ways of working. By staying adaptable and embracing change, managers can create a more resilient and forward-thinking team.
These insights provide guidance to the “finest leaders” who are keen to leverage the strengths of a diverse workforce and foster a culture of inclusivity and collaboration to ensure that all employees, regardless of their generation, feel valued and empowered to contribute to the success of the organisation.
Here at Uspire coaching and mentorship is at the heart of everything we do
Our modern definition is, “two way …reciprocity”.
Mentorship is no longer a top-down relationship where knowledge flows from the experienced mentor to the less-experienced mentee. Instead, it emphasises a two-way street where both parties learn and grow through the exchange.
Cynthia Young has a book called “Mentorship Is Not a One-Way Street”, and we connect and engage with its core principles:-
- Mentorship today should be a mutually beneficial relationship, where mentors learn as much from their mentees as the mentees do from them. In many cases, younger mentees bring fresh perspectives, digital skills, and new trends to the table, which help senior professionals stay updated. This model is often referred to as reverse mentoring, where the roles of teacher and student blur, fostering an inclusive, growth-oriented workplace culture.
- A successful mentorship is built on empathy and trust. We stress that the relationship should be open, with clear communication, boundaries, and mutual respect. Both parties should see mentorship as an opportunity to share knowledge, experiences, and challenges, which fosters personal and professional development for both mentor and mentee.
- One of the critical aspects of the modern workplace is the presence of multiple generations. We argue that a two-way mentorship model is especially effective in cross-generational teams. Younger workers often bring new technological insights, while more experienced professionals offer strategic vision and industry knowledge, enriching both sides.
- Both mentors and mentees should approach the relationship with intentionality. This encourages mentees to take an active role by setting clear goals, preparing for meetings, and communicating their needs. Similarly, mentors are advised to guide, provide constructive feedback, and facilitate learning, all while being open to learning from their mentees.
- In today’s fast-paced digital work environments, mentorship extends beyond traditional face-to-face interactions. You must promote the idea of virtual mentorship, which allows mentors and mentees to connect across geographical boundaries. This broadens access to mentorship and helps create diverse learning opportunities.
- Organisations must create structured mentorship programs that accommodate flexibility. For instance, micro-mentoring, short, focused mentorship sessions can be more effective in certain contexts, especially for professionals with busy schedules. Regular feedback mechanisms help keep the relationship on track, ensuring that both mentor and mentee benefit from the exchange.
- Reverse mentorship, where younger employees mentor older colleagues, this model helps break down hierarchical barriers, encourages continuous learning, and fosters a culture of collaboration and innovation. It allows organisations to stay agile and adaptable, especially in industries where technology and trends are constantly evolving.
We particularly embrace the principle of reverse mentoring in multi-generational environments.
Reverse mentoring offers a fresh and innovative approach to knowledge sharing in the workplace. By flipping traditional mentorship on its head, this model allows both younger and older employees to benefit from each other’s expertise, promoting a more inclusive and dynamic work environment. Whether it’s learning new digital tools, navigating complex business strategies, or fostering greater empathy across generations, reverse mentoring has the potential to transform the way organisations approach employee development and leadership.
By embracing reverse mentoring, organisations can empower employees to build stronger connections, enhance collaboration, and stay agile in an ever-evolving business landscape.
For reverse mentoring to be effective, both mentors and mentees should follow a few key guidelines:-
- Both the mentor and mentee should have a clear understanding of the goals of the mentorship. For example, a younger mentor might aim to teach a senior leader how to use social media platforms, while the senior leader may offer insights into decision-making processes.
- Both parties should approach the mentorship with an open mind and a willingness to learn. It’s important to recognise that everyone has something valuable to contribute, regardless of their age or experience level.
- Regular communication is essential for maintaining a strong mentorship relationship. Mentors and mentees should schedule regular check-ins to discuss progress, challenges, and opportunities for further learning.
- Constructive feedback helps both parties grow. Younger mentors should feel comfortable giving feedback to their senior mentees, while senior leaders should offer guidance and support to their mentors.
- Acknowledge the achievements that result from the mentorship relationship, whether it’s mastering a new skill, solving a complex problem, or fostering a stronger team dynamic. Celebrating successes reinforces the value of the mentorship and motivates both parties to continue learning.
In conclusion, it seems fitting to end on Kahlil Greenes, “Dear CEOs: A Gen Zer’s Open Letter to His Future Employers,” which offers insights into what Generation Z, the youngest cohort entering the workforce, expects from employers. Drawing from his experiences as the first black student body president at Yale, Greene speaks on behalf of his peers, emphasising that Gen Z seeks meaningful work, strong commitments to diversity, and action on social and environmental issues. They are not simply looking for jobs, but for companies that align with their values and where they feel their voices will be heard and respected.
One of the central themes of the letter is the importance of diversity and inclusion. Gen Z is highly aware of social inequities and expects employers to foster genuinely inclusive environments. Greene highlights that performative diversity initiatives won’t suffice. Instead, companies need to engage in real, sustained efforts to promote equity, including creating pathways for underrepresented groups and ensuring that leadership reflects the diversity of the workforce.
Another critical point is purpose-driven work. The letter explains that Gen Z employees are motivated by more than just a pay check, they want their work to contribute to something larger than themselves. Whether it’s through corporate social responsibility initiatives or environmental sustainability efforts, young professionals are drawn to companies that align with their personal values and societal causes.
The letter also discusses the importance of flexibility in the workplace. For a generation that came of age during a pandemic, remote work, flexible hours, and work-life balance are non-negotiables. Traditional office settings and rigid schedules do not appeal to Gen Z in the same way they may have to previous generations. Companies must adapt to these changing preferences if they want to attract and retain Gen Z talent.
Lastly, mental health is a crucial issue for Gen Z. The letter emphasises that mental health resources, support systems, and a culture that prioritises well-being are essential to creating a thriving workplace for young professionals. Burnout is a serious concern, and employers who fail to address this will struggle to keep Gen Z employees engaged.
Kahlil Greene’s open letter serves as a wake-up call for CEOs and corporate leaders. If they want to attract the best talent from Gen Z, they need to build workplaces that are inclusive, flexible, purpose-driven, and supportive of mental health. This generation is looking for employers who are genuinely committed to positive change, both within their organisations and in society at large .
“He who learns but does not think, is lost! He who thinks but does not learn is in great danger.”
Confucius, Analects.