This complaint is a common one when we’re speaking to people who manage Millennials and Gen Z (Zillennials for want of a better portmanteau). They coined the term ‘strawberry’ for younger workers (because, like a strawberry, they are ‘easily bruised’.)

The real issue isn’t a lack of emotional maturity or professionalism on the part of younger workers—it is that they are navigating a world built for instant feedback, a world (by the way) that we older workers helped create.

If you’re a Boomer, Gen X, or even a Gen Y managing younger employees, it is time to reconsider how you approach the day-to-day activity of people management. Their demand for feedback isn’t going anywhere, and understanding why younger generations expect more frequent interaction will help you adapt and lead more effectively.

A World Built on Instant Feedback

Think about the world they have grown up in—a world where technology has evolved to provide almost immediate responses for everything. Need a loan? Apply online and get a decision within minutes. University admission results? In some cases, they arrive within 24 hours. From small interactions like sending a message or getting a date to large decisions like buying a home, everything happens quickly. 

This culture of immediacy isn’t just limited to personal tasks; it permeates the professional sphere too. Zillennials are accustomed to this environment where feedback is continuous. For them, waiting weeks—or even days—for their performance review feels unnecessary and antiquated. In contrast, managers from older generations grew up in a business culture where annual performance reviews and sporadic feedback (which was rarely positive) were the norm. It’s this disconnect in expectations that is often misinterpreted as neediness or lack of professionalism.

What’s crucial to understand here is that the desire for ongoing feedback doesn’t reflect a lack of capability but rather an adaptation to a world built for instant results. Just as previous generations adapted to new technologies and ways of working, younger workers are simply responding to the environment they’ve been handed.

Whether it’s through social media, online services, or rapid-response apps, they are part of feedback loops that operate much faster than the traditional workplace processes allow. Expecting them to wait for feedback on performance as they would have 30 years ago is not realistic, and more importantly, it’s unnecessary. 

Why it Matters

Consider the technology we still use today that younger generations might find antiquated. Email fields like “CC” (carbon copy) and “BCC” (blind carbon copy) have roots in technology that few Millennials or Gen Z employees have ever encountered. How many of them have ever touched carbon paper? Probably none. Yet, we still use these terms and expect them to understand their significance. 

The same applies to office processes like feedback. Why should anyone wait weeks or months for feedback when technology allows for instantaneous communication? If they can get real-time updates on a car loan, why not on their job performance? In this environment, feedback isn’t just about validation—it’s about staying aligned with expectations, learning, and improving in real time.

Reframing Feedback for Modern Leadership

Given this context, how should leaders and managers shift their approach? First, it’s crucial to acknowledge that nothing is going to change about Zillennials’ expectations. This is who they are, and their numbers in the workforce will continue to grow. Rather than resisting or feeling overwhelmed by their demands for feedback, it’s far more effective to adapt.

One key shift is to rethink how we give feedback. The old model of annual performance reviews or quarterly feedback sessions isn’t enough anymore. Leaders should integrate feedback into their daily or weekly interactions with employees, ensuring that it becomes part of the ongoing work process rather than a separate, formal event.

At its core, effective leadership can be boiled down to answering four simple questions that employees constantly ask, whether explicitly or not:

1. What is my job? (Clear roles and responsibilities.)

2. What does it look like when it’s being done well? (The standards or benchmarks for success.)

3. How am I doing? (Regular feedback on their performance.)

4. What can I do better? (Constructive advice on areas for improvement.)

If a manager isn’t answering these questions regularly, they are failing to provide their employees with the tools they need to succeed. Feedback isn’t just about praise or criticism—it’s about ensuring that employees know where they stand, what’s expected of them, and how they can improve. When leaders make this a consistent part of their communication, employees feel supported and can thrive without feeling like they’re constantly in the dark.

And when you do sit down for a more formal conversation, the fifth question comes into play: “What’s next?” When we can help them (and the company) prepare for the next step in their career, the next strategic milestone to be achieved.

Beyond Results: Focusing on People

It’s easy for leaders to get caught up in focusing solely on results. But great leadership is about more than just deliverables. It’s about focusing on the people who are producing those results. Of course, it’s important to hit targets and meet deadlines, but it’s equally important to consider how your team is doing in the process. 

Are they feeling supported? Are they being challenged appropriately? Are they engaged in their work? Focusing only on output without regard for employee development is a short-term strategy that risks burnout, disengagement, and ultimately turnover.

The two questions employees most often need answered—“How am I doing?” and “What can I do better?”—should be part of an ongoing conversation, not just something addressed during formal performance reviews. The key is to make these conversations a regular part of the workweek.

The Future of Feedback

If we think about it, there’s an argument to be made for doing away with formal performance appraisals altogether. If feedback is constant and structured as part of regular work interactions, the need for formal reviews diminishes. Leaders should be asking themselves: are they consistently answering those five questions for their team members? Are they keeping employees informed and supported throughout the year, not just during scheduled meetings?

And it’s important to note that feedback goes both ways. Managers should also be asking employees how they’re doing, what they can improve on, and what’s next for them. These questions not only help employees feel valued, but they also provide critical insights for the leader about team morale and areas for improvement.

A New Perspective on Younger Workers

Millennials and Gen Z are not emotionally immature, incapable, or needy and they’re certainly not strawberries! They’re simply functioning in a world that thrives on constant information. As leaders, it’s our job to adapt to these new expectations and lead in a way that fosters growth, trust, and mutual understanding. Embracing this shift isn’t just good for employees—it’s crucial for the future of effective leadership.