Presence at all levels: why putting Gen Z in the driver’s seat matters

Executive summary

Today’s workplace is unlike anything we’ve seen before, with four – and soon even five – generations working side by side. This unprecedented mix of perspectives brings numerous challenges for companies that need to find a way to align different work styles, communication preferences, and values and set them working towards a common goal.

• Gen Z is set to become a dominant force in the workplace. Unlike previous generations, they often prioritise a healthy work-life balance over money.
• “Gen Z-ers don’t live to work. They work to live,” says Christine Cruzvergara, chief education strategy officer at job marketplace Handshake.
• As many as 50% of Gen Z employees in the UK have already quit a job due to a conflict in values, reveals a February 2023 survey by Paul Polman.
• Leadership styles need to evolve. The old top-down approach doesn’t work for younger employees who prefer more collaborative and flexible work environments.
• “By sticking to old ways just because ‘that’s how it’s always been done,’ you miss out on new ideas and new opportunities that today’s workforce has in store,” argues Gloria St. Martin-Lowry, president of leadership development company HPWP Group.

Looking to the future, we can expect workplaces to become more flexible, with a stronger focus on purpose and values. The most successful companies, then, will tend to be those that not only blend the strengths of each generation but also boldly entrust young people with critical positions. Ultimately, generational diversity, when fully embraced and leveraged, is not a challenge to overcome but a powerful advantage that can propel businesses forward in an increasingly complex and fast-paced world.

The rise of multigenerational workspace

It’s no secret that today’s workforce is undergoing a dramatic shift. As baby boomers gradually transition into retirement and Gen Z takes on a more prominent role in the workplace, the age range in a typical office can now span half a century or more. That’s right – 50 years or more of diverse perspectives, life experiences, and expectations, all converging under one roof.

But here’s the thing: while many companies have embraced building a more diverse workforce, they often fail to properly account for the age disparity between employees. This doesn’t just mean buying a few seats with back support: generational differences in the workplace are surprisingly broad in scope. They can span everything from work models and communication preferences to seeing their personal values reflected in their workplace. Many leaders can find themselves outright struggling to harmonise it all.

Here’s why figuring out this generational puzzle is a business imperative: Gen Z is on track to become the dominant force in the workplace. As they increasingly take on leadership roles, they face the unique challenge of managing teams that may include people old enough to be their parents or grandparents. While this might prove a little awkward, there is no shortage of reasons for bringing Gen Z into the decision-making class. So, what are these reasons? And furthermore, how can we encourage their success while also respecting the experience and wisdom of their senior colleagues?

“Gen Z-ers don’t live to work. They work to live.”

Christine Cruzvergara, chief education strategy officer at Handshake

Generational differences explained

There can now be as many as four different generations sharing the same workspace. But how exactly do those generations differ from one another?

While each generation undeniably brings its own unique set of values and expectations to the table, we should be cautious about making broad generalisations. Every individual is just that – an individual, with their own personal experiences and preferences that may not necessarily align with generational stereotypes. That being said, there are some notable trends that distinguish Gen Z from their millennial, Gen X, and baby boomer counterparts.

For one, Gen Z demonstrates a fair bit of scepticism towards modern work culture – better known as the 9-to-5 grind. Unlike baby boomers, who typically didn’t have to worry about job security and often spent their entire working lives with one company, Gen Z have entered the workforce at a time when job security is considered a bit of a luxury. In just a few years, they’ve already experienced their fair share of economic ups and downs, global pandemics, and mass layoffs. Little surprise, then, that they’re not about to put all their eggs in one basket.

Work to live, not live to work

For Gen Z, work is often seen as a means to an end – a way to make money and support their lifestyle, rather than a key part of their identity. They are less willing to sacrifice their well-being for the sake of their job, placing a much higher value on family, relationships, and personal fulfilment. “The narrative around this generation is that they care about their work and life; they want to have good integration right from the start – they don’t want to have to work for 30, 40 years before they get that,” says Christine Cruzvergara, chief education strategy officer at job marketplace Handshake. “Gen Z-ers don’t live to work. They work to live.”

Ever had your boss call you on a Sunday afternoon? This, alongside crazy amounts of overtime, would both be considered deal-breakers for a demographic that prioritises healthy work-life balance above all else. In contrast, millennials may be more willing to burn the midnight oil if they believe it will allow them to climb the corporate ladder. They may also be more inclined to put up with a less-than-ideal employer if the pay is good enough – something that Gen Z is less likely to tolerate, prioritising job satisfaction over security or salary. That’s not to say they don’t care about money, though. They do, they just don’t want to compromise their values to get it. A February 2023 survey by Paul Polman found that 50% of Gen Z employees in the UK have already quit a job due to a conflict in values. Kind of commendable, really.

Questioning the status quo

Both Gen Z and millennials require greater autonomy in the workplace. While a top-down approach may have been the norm for baby boomers, younger generations want the freedom to figure out how to accomplish their goals on their own, without constant micromanagement. Gen Z, in particular, tends to bristle at the idea of being closely monitored and controlled at work. “They’re looking for a vibe where their voices are heard and they feel part of something bigger, not just being told what to do,” argues Phil Vam, chief executive officer of MicroStartups.

These younger generations are less hierarchical than their predecessors, and are more likely to question established ways of doing things. “They don’t necessarily see elders as experts,” explains cultural anthropologist Roberta Katz. “When an older person says to them, ‘This is how you should do it,’ they want to check that out for themselves. It doesn’t mean they’re always right; it’s a different way of understanding.” They also tend to expect flexibility in terms of when and where they work, seeing it as a non-negotiable aspect of some jobs.

A generational gap

Interestingly, while Gen Z and millennials both crave recognition for their hard work, they may prefer to receive it in different ways. Millennials tend to favour tangible actions, such as promotions, pay increases, and perks, while Gen Z can sometimes be persuaded with verbal praise and acknowledgement alone. Both generations also place a lot of value on personal growth and development and are drawn to employers who provide opportunities for learning and skill-building.

However, they differ in their attitudes towards collaboration – while millennials often prefer to work independently, Gen Z tends to thrive in a more community-oriented environment where they feel like part of a team. Gen Z is even more attuned to issues of diversity, equity, and social responsibility than their millennial predecessors, and wants to work for companies whose values align with their own. They are driven by a desire to make a difference in the world, and seek out employers who share that commitment.

Finally, there are notable differences in how each generation approaches technology. While younger generations are more comfortable with digital communication tools like email and texting, baby boomers and Gen X may see these as impersonal. Instead, they prefer more traditional methods like snail mail, landline phones, and even faxes, which younger generations see as remnants of a bygone era. Somewhat surprisingly, despite their familiarity with the digital world, Gen Z-ers often lack basic tech skills that are typically required for office work, such as proficiency with office software or the ability to operate printers and scanners.

Gen Z in the driver’s seat

There is a common misconception that Gen Z-ers aren’t particularly interested in assuming responsibility or becoming leaders themselves. However, recent surveys suggest that this may not actually be the case. According to a 2023 McKinsey survey, 38% of Gen Z respondents say that they would like to become a chief executive one day, while 31% of millennials said the same. On the other hand, only 21% of baby boomers and 18% of Gen X-ers expressed leadership ambitions.

But does it really matter which generation your boss or team lead belongs to? Well, it may be more important than you think, because the leadership styles of Gen Z leaders often differ significantly from those of their predecessors. First of all, Gen Z leaders tend to prioritise collaboration and inclusivity. They don’t believe in hoarding power or making unilateral decisions. They understand that the best ideas can come from anywhere, and they actively seek out input and feedback from their teams. It’s a more inclusive, democratic approach that empowers everyone to contribute and feel a sense of ownership in the company’s success.

Gen Z leaders are also deeply driven by purpose and a desire to make a positive impact on the world. They want their work to mean something beyond just profits and growth. They’re passionate about issues like sustainability, social justice, and diversity, and they’re not afraid to use their platform to advocate for change. Of course, one of the defining traits of Gen Z is their digital nativity. They’ve grown up in a world of constant connectivity and technological disruption, and it shows in their leadership style. They’re always looking for ways to leverage digital tools and platforms to streamline processes, enhance communication, and drive innovation.

But perhaps the most refreshing thing about Gen Z leaders is their commitment to open and honest communication. They don’t believe in hiding behind jargon or corporate speak. They’re not afraid to have difficult conversations or admit when they don’t have all the answers. This openness extends to their own emotions and mental health as well. Gen Z leaders are more willing than any generation before to talk about their struggles, their fears, and their vulnerabilities. By modelling this kind of behaviour, they create a culture where everyone feels safe to bring their true selves to work.

• Gen Z prioritises healthy work-life balance above everything else.
• Both Gen Z and millennials seek more autonomy and flexibility in the workplace and are not afraid to question the status quo.
• While baby boomers and Gen X prefer to communicate using snail mail, landline phones, and faxes, Gen Z and millennials typically go for digital communication tools like email and texting.
• Gen Z leaders employ a more inclusive, democratic approach to leadership that sees them actively seeking input and feedback from their teams.

“Ultimately, the old ways of work simply don’t work for younger generations.”

Bryan Driscoll, HR consultant

A clash of generations

Surveys suggest that employees with a large age gap between them often struggle to work together, resulting in a loss of productivity.

So, how do people who are so different from one another work together? Apparently, not very well. A 2024 report published by the London School of Economics and Political Science (LSE) found that the age gap between employees and their managers had a significant impact on workplace productivity. According to the report, employees whose managers were 12 years or more older than them were 1.5 times more likely to report low productivity. Unsurprisingly, it’s an issue that affects Gen Z employees the most, with 37% reporting low productivity, followed by millennials with 30%. In contrast, only 14% of baby boomers reported having the same problem.

The findings suggest that having younger people in leadership positions can lead to better productivity, particularly among Gen Z and millennial employees. When managers are closer in age to their team members, they may be better equipped to understand and relate to their unique challenges and expectations. This can help foster a more supportive and collaborative work environment, where employees feel valued and motivated to perform at their best.

“I am not surprised that we discovered a ‘productivity manager age gap’,” says Dr Grace Lordan, director of The Inclusion Initiative at LSE and co-author of the report. “There is good evidence that across generations, individuals have different tastes and preferences. So why do we expect them to work easily together? We now have five generations working together in the workplace and the skills that are required to manage these dynamics are not usually being taught by firms.”

Who’s to blame?

Of course, it would be wrong to put the blame for this situation squarely on one group’s shoulders. It’s not just younger generations who have difficulties working with their older colleagues – the opposite is also often true. Admit it, you’ve had disagreements with your older (or younger) colleagues at one time or another. We all have.

An April 2023 survey conducted by ResumeBuilder.com reveals that 74% of managers and business leaders find Gen Z more difficult to work with than other generations. When asked why this was the case, 39% said it was because they believed Gen Z lacked technological skills, while 37% cited the lack of motivation. Furthermore, 59% of managers who found Gen Z difficult to work with said they’ve had to fire a Gen Z-er, with 27% having to do so within a month, while 20% did the same within the first week.

However, it’s important to point out that age is not the only factor at play here, and that there are other extenuating circumstances that need to be taken into account. “It’s not just about age or generational gaps,” argues HR consultant Bryan Driscoll. “It’s about changing attitudes toward work, evolving technologies, and differing communication styles. Ultimately, the old ways of work simply don’t work for younger generations.”

• A 2024 LSE report found that workplace productivity can be severely diminished due to the age gap between employees and their managers.
• If the managers are 12 or more years older than their employees, the employees are 1.5 times more likely to report low productivity.
• Nearly three-quarters of managers and business leaders find Gen Z more difficult to work with than other generations, reveals a 2023 survey by ResumeBuilder.com.
• Of those who found Gen Z difficult to work with, 59% said they’ve had to fire a Gen Z-er in the past.

“By sticking to old ways just because ‘that’s how it’s always been done,’ you miss out on new ideas and new opportunities that today’s workforce has in store.”

Gloria St. Martin-Lowry, president of HPWP Group

Bridging the gap

While generational differences can sometimes lead to tension among employees, there are certain steps leaders can take to create a more productive work environment.

As we’ve seen, generational differences can sometimes lead to friction and misunderstandings in the workplace. So, what exactly can companies do to bridge these gaps and foster a more inclusive, harmonious work environment that brings out the best in everyone? Before we answer this question, let’s first dive a little deeper into the current leadership structure.

It probably won’t come as news to you that the majority of leadership positions today are occupied by members of Gen X, whose more authoritative style may not always resonate with younger generations. Gen Z and millennials tend to respond better to a more collaborative style of leadership that empowers them to take ownership of their work and make more meaningful contributions. As younger generations increasingly find themselves holding leadership positions, this style is likely to become the norm rather than the exception. “The command culture is over – we can’t pressure and demand people to behave in a certain way,” argues Florian Hoffmann, German social entrepreneur.

Dignity and respect

Rather than resisting change, incumbent leaders should consider adapting their approach to better align with the preferences and values of their younger employees. This means being more flexible, open-minded, and willing to try new things. Instead of a one-size-fits-all mentality, leaders should strive to adopt a more personalised approach that takes each employee’s individual needs into account. They should make a concerted effort to treat each employee as a unique individual, with their own perspectives, experiences, and ideas to bring to the table.

Avoiding assumptions and stereotypes is crucial – instead, leaders should take the time to really get to know their team members and understand what makes them tick. “That’s the one thing: treat people with dignity and respect, find out what they need, and help them on their path,” says business leadership expert Scott DeLong. “The company will do better when [its leaders] do that. It’s this welcoming, inclusive way of treating [people] as human beings. If the rest of us did that, we would be bridging these generational divides quickly.”

Embrace new ideas

One of the most effective ways to integrate Gen Z employees into leadership positions is to embrace the communication methods they prefer. This may mean getting comfortable with digital tools like instant messaging, video conferencing, and social media, and being open to more informal, conversational modes of communication. Incumbent leaders should also strive to see things from Gen Z’s perspective, and to create an environment that supports their values and aspirations.

This may involve investing in new technologies, promoting teamwork and collaboration, and fostering open, transparent communication at all levels of the organisation. “Innovation and creativity are supported by listening, experimenting with ideas outside of what they are used to, respect for diversity – not just DEI, but in ways of thinking, working, etc. – and a willingness to be wrong,” explains workplace expert Diane Rosen. “Without dialogue, they are operating at cross-purposes, and their expectations reflect their own priorities and concerns rather than those of individuals with a different life experience.”

Throw out the rulebook

Creating a safe, inclusive space where everyone feels heard and valued is essential. Leaders should work to encourage Gen Z employees to share their ideas and opinions, and show genuine appreciation for their contributions. Trying to force a particular style of work or communication on others is likely to backfire – instead, leaders should be open to different approaches and provide training and resources tailored to Gen Z’s needs and preferences. This will help ensure a smooth transition as Gen Z takes on an increasingly prominent role in the workplace.

“Throwing out the traditional rulebook might seem daunting, risky, or even ill-advised – but you’d be wise to see it as an opportunity rather than a challenge,” says Gloria St. Martin-Lowry, president of leadership development company HPWP Group. “By sticking to old ways just because ‘that’s how it’s always been done,’ you miss out on new ideas and new opportunities that today’s workforce has in store.”

Trust youth

When younger generations first enter the workforce, most companies tend to take a cautious approach, relegating them to entry-level roles and limiting their responsibilities. But that’s a mistake. To truly harness their potential, businesses must be willing to trust young people and put them in critical positions, including those of team leaders and managers. At first glance, this may seem like a risky proposition. After all, Gen Z may lack the industry knowledge, professional skills, and leadership experience that are traditionally associated with management roles.

But what Gen Z lacks in experience, they make up for in other ways. These are individuals who have grown up in a world of constant change and disruption. They are adaptable, resilient, and unafraid to challenge the status quo. They bring a fresh perspective and a willingness to take risks that can be invaluable in today’s fast-paced business environment. As the first generation to have grown up entirely in the digital age, they can help organisations navigate the complexities of emerging technologies and platforms.

When given the opportunity to lead, young people can bring these strengths to bear in powerful ways. They can foster a culture of innovation and experimentation, encouraging their teams to think creatively and push boundaries. And here’s another thing to consider: putting young people in leadership positions can be a very effective retention tool. It shows that your company values talent and potential just as much as years of experience. This can motivate other young employees to stick around and work hard, knowing there’s a real opportunity for growth.

A culture of mutual respect

For Gen Z, feeling like their work has meaning and purpose is incredibly important. Leaders can tap into this by clearly communicating the company’s mission and values, and showing how each individual’s role contributes to the bigger picture. Promoting diversity, equity, and inclusion (DEI) initiatives can also help Gen Z employees feel more connected and invested in their work. Providing ample opportunities for learning, growth, and development is another key way to engage and retain Gen Z talent. This generation is hungry for new skills and experiences, and values employers who are willing to invest in their long-term success.

Flexible work options, such as remote work or adjustable schedules, can also go a long way in attracting and retaining Gen Z employees. This generation places a high value on work-life balance and personal wellbeing, and appreciates employers who respect and support those priorities. Leaders should also be attuned to the mental health and wellbeing of their Gen Z team members, and provide resources and support to help them thrive both personally and professionally. This may include offering access to counselling services, wellness programmes, or mental health days.

Finally, leaders can help bridge the generational divide by creating opportunities for employees of different ages to connect and learn from one another. This could involve holding workshops or training sessions that teach skills each generation may be lacking, organising team-building activities that enable Gen Z to build relationships with other employees, or creating multi-generational teams and mentorship programmes. “All generations need to make an effort to understand and respect each other’s work styles and perspectives,” adds Driscoll. “In essence, creating a culture of mutual respect and learning is key and requires buy-in from every employee, regardless of generation.”

• To create a more inclusive, harmonious work environment, incumbent leaders should consider adopting a more personalised approach that takes each employee’s individual needs into account.
• Leaders need to familiarise themselves with digital tools like instant messaging, video conferencing, and social media. This will also help them integrate Gen Z employees into leadership positions more easily.
• As risky as it may seem due to their lack of experience, companies need to trust Gen Z with leadership positions, instead of relegating them to entry-level roles.
• To bridge the generational divide, companies need to create opportunities for employees of different ages to connect and learn from one another, whether through workshops, team-building activities, or mentorship programmes.

“The younger generation may not be as experienced as their older counterparts, but they are able to bring fresh new insight to problems or concepts, which more senior leaders may not have thought of before.”

Laura-Jane Silverman, head of the LSE Generate programme

The role of reverse mentoring

Recognising the limitations of the conventional model of mentorship, a growing number of companies are embracing an alternative approach that puts younger employees in charge.

What’s the first thing that comes to your mind when you hear the term ‘mentorship’? Probably a seasoned executive taking a young up-and-comer under their wing, right? But what if mentorship didn’t have to follow this antiquated model so strictly? What if mentorship was actually a two-way street? As the workforce evolves and new generations enter the fray, a new model of mentorship is emerging, one that flips the script and puts younger employees in the driver’s seat – reverse mentoring. We can all learn something from each other, after all.

In a reverse mentoring relationship, younger employees serve as mentors to their older colleagues, sharing their unique perspectives, skills, and experiences. “Reverse mentoring engages [junior employees] in the mentoring process, equips them with leadership skills, and gives visibility and opportunities for further professional development,” explains Laura-Jane Silverman, head of the LSE Generate programme at the London School of Economics. “The younger generation may not be as experienced as their older counterparts, but they are able to bring fresh new insight to problems or concepts, which more senior leaders may not have thought of before.”

Everyone benefits

Reverse mentoring benefits everyone involved. For older employees, it provides an opportunity to stay up to date with emerging trends, technologies, and cultural shifts. It also makes it easier for them to acquire critical digital skills and gain a fresh perspective on the changing business landscape. This can help them stay relevant and competitive in their roles, and better understand the needs and expectations of younger employees and customers.

At the same time, reverse mentoring can be incredibly empowering for younger employees. It gives them the opportunity to share their knowledge and insights with senior colleagues, making them feel valued and heard in a way that traditional mentorship models may not allow. This can lead to higher levels of engagement, job satisfaction, and loyalty to the organisation. Moreover, engaging in meaningful conversations with experienced leaders enables Gen Z-ers to gain a deeper understanding of the challenges and responsibilities that come with leadership positions, which can help prepare them to take on leadership roles when the time comes.

The benefits of reverse mentoring extend beyond just the individuals involved. For companies as a whole, this approach can help foster a more inclusive and connected workplace culture. By encouraging open dialogue and collaboration across generations and levels of the organisation, reverse mentoring helps break down silos and hierarchies that can stifle innovation and creativity.

Rooting out biases

Moreover, reverse mentoring can be a powerful tool for advancing diversity and inclusion in the workplace. Giving underrepresented employees a platform to share their experiences and perspectives with senior leaders helps cultivate a more inclusive and collaborative environment. This can be particularly impactful for employees from diverse backgrounds who may face unique challenges and barriers in their careers. Through reverse mentoring, leaders gain exposure to the lived experiences of employees from different racial, ethnic, gender, and socioeconomic backgrounds. This can help root out unconscious biases and stereotypes that may be holding the organisation back from achieving its full potential.

“Reverse mentoring is demonstrating itself as an efficient tool for navigating biases, sharing knowledge, creating engagement and building intergenerational relations based on mutual acceptance and trust,” adds Silverman. “This helps to promote a more team-oriented environment, where ideas and issues can be discussed openly. In this way, the adoption of reverse mentoring assists meeting the demands of not only the new generation, but everyone in this changing world of work.”

A threat to authority?

Of course, implementing a successful reverse mentoring programme is not without its challenges. Some older employees may be initially resistant to the idea of being mentored by someone younger or less experienced than themselves. They may see it as a threat to their authority or expertise, or feel uncomfortable with the role reversal. They may also get the sense that young people are coming for their jobs. To overcome these challenges, it’s essential to communicate the value and benefits of reverse mentoring clearly and consistently.

“First, the two parties must sort out expectations about how the relationship will work and if it will meet their respective needs,” argues organisational psychologist Dr Jack Wiley. “Senior managers must be open to new ideas and suggestions from someone with significantly less experience. [They] must be open to feedback about how they are seen at lower levels of the organisation, and the younger partner must have the confidence needed to relay such information.”

Reverse mentoring in practice

The management consulting firm EY is one of the growing number of companies that have implemented reverse mentorship programmes. Earlier this year, the company launched an informal pilot programme in which five younger employees belonging to the millennial or Gen Z generation were paired with more experienced colleagues to help foster better connections in the workplace. “We have this huge multi-generational workforce, almost 400,000 people, and helping to facilitate how those various generations work together is a really big thing that we continue to work on. That’s where reverse mentoring comes in,” explains Dan Black, the company’s global leader of talent strategy.

This isn’t just empty talk for Black, who is involved in the programme himself. He is paired with Jessica Lefkowitz, a younger colleague who holds the role of a talent acquisition strategy lead, and the two meet for an in-person lunch every two weeks, where they discuss how to push their profession forward. “Understanding that newer generations are digital natives and what they can bring to the organisation is huge,” adds Black. “Being able to really hear and learn from people that are more comfortable with AI has been a huge win for me.”

While it’s not yet clear whether the programme will become a permanent fixture, the company does plan to expand it beyond the initial five pairs in the future. Both Black and Lefkowitz agree that the new setup is more engaging than traditional mentor-mentee relationships. “This is more focused on the whole, on what we are creating together and sharing that information upwards,” says Lefkowitz.

• Reverse mentoring is an innovative approach to mentoring, in which younger employees serve as mentors to their older colleagues.
• Reverse mentoring enables older employees to stay up to date with emerging trends, technologies, and cultural shifts, while at the same time enabling younger employees to gain a deeper understanding of the challenges and responsibilities that come with leadership positions.
• By exposing leaders to the lived experiences of employees from different racial, ethnic, gender, and socioeconomic backgrounds, reverse mentoring can help root out unconscious biases and stereotypes.
• The biggest challenge with implementing a successful reverse mentoring programme is that some older employees may be resistant to the whole concept, seeing it as a threat to their authority.

Learnings

So what’s the big takeaway here? The challenges we’ve discussed are real, and they shouldn’t be underestimated. The clash of perspectives, communication styles, and values between generations can create friction and misunderstanding. The key to success lies not in resisting change, but in embracing it wholeheartedly. This is particularly true when it comes to Gen Z, the newest and most digitally native generation to enter the workforce.

Companies that truly want to thrive in this new era must be willing to take a bold step: trusting Gen Z with leadership positions. While it may seem counterintuitive to place such young employees in roles of authority, their unique perspectives, technological fluency, and adaptability make them ideally suited to navigate the rapidly changing business landscape.

Of course, this doesn’t mean completely displacing older generations from leadership roles. Instead, the most successful organisations will likely be those that create a balance, blending the experience and wisdom of older generations with the dynamism and digital savvy of Gen Z. The question is, are we ready to trust in the potential of our youngest employees and give them the reins to help shape our collective future?