Every generation brings its own style, expectations, and quirks to the workplace. If you’ve spent time managing Gen Z employees, you’ve probably noticed a few key differences in how they work, communicate, and think about their careers. While some of these differences can be frustrating, with thought and a bit of insight into their work styles can help you build a stronger team and better relationships; and in turn be a more effective leader.

I’m a GenX myself, 55 years old, been in the working world since my early 20s and have worked with or for every generation from boomer to Z. Here are some things I have learned on the way about the next two generations that follow mine.

1. Communication is Constant

If you grew up in an era where workplace communication meant occasional check-ins, weekly meetings, and the assumption that “no news is good news,” working with Gen Z requires some adjustment. They expect—and often need—frequent communication. It’s not about insecurity or a lack of confidence; they have simply never known a world where information wasn’t instantly available, so they don’t see a reason why work should be any different. And they expect this to be true in both directions, they want you to communicate to them as much as they communicate to you.

If you’re used to the old way, this can feel overwhelming (heck, at times it feels like you’re in a hurricane!). But rather than getting frustrated, think of it as an opportunity. More frequent communication means fewer misunderstandings, a better sense of how projects are progressing, and an open channel for feedback. The key is to find a balance—providing the support they expect without micromanaging. But it is our responsibility to do this in the right culture. Constant communication is not an excuse for constant interruption. It is a chance to teach younger colleagues about good time management hygiene – which naturally includes allowing yourself and others uninterrupted time to concentrate and produce good work. With my colleague Jeremie, we call it ‘zoning’.

2. Guidance, Not Hand-Holding

One of the biggest mistakes managers can make with younger employees is assuming they either:

1. Should know everything already, or
2. Know nothing and need to be taught every little detail.

In fact, they’re probably somewhere in between. Gen Z employees often bring fresh ideas and technical skills to the table—especially in areas like digital tools and social media—but they also need structure, guidance, and clear expectations.

Instead of assuming they either have all the answers or need to be spoon-fed, take the middle ground. Give them the room to be creative, invite them to problem-solve but also make sure they understand the “why” behind what they’re doing. When they understand the reasoning behind a task or request, they’re far more likely to engage with it in a meaningful way.

3. They Value Results Over Tradition

If you’ve ever had a Gen Z employee push back on how something is done, it’s not because they don’t respect authority—it’s because they question whether the process actually makes sense.

This generation grew up with access to infinite information. If there’s a more efficient way to do something, they’re likely to find it. When a younger employee challenges a long-standing process, it’s worth taking a step back and helping them see the ‘why’. This process also helps you justify it, and in that re-examination, you may find that the old way may need to change.

That doesn’t mean everything needs to change just because they suggest it, it’s okay to stick with what works. But taking the time to explain why a particular approach is in place (rather than shutting down suggestions outright) fosters respect and collaboration.

4. Work is a Means to an End

Gen Z doesn’t see a job as a long-term commitment. To be honest I agree. I was retrenched twice by the time I was thirty, so I know loyalty only gets you so far. GenZ colleagues may have watched the same thing happen to their parents. This isn’t disloyalty; it’s a natural response to the world they grew up in. They’ve seen layoffs happen even when companies are profitable. They’ve experienced economic downturns, watched industries shift overnight, and learned that job security isn’t guaranteed. They were in school, or had just graduated when COVID hit and the whole world changed.

For them, loyalty isn’t about how long they stay—it’s about how they work while they’re there. A Gen Z employee may only be with you for a few years, but during that time, they can be highly engaged and productive. Instead of trying to convince them to stay forever, focus on making their time with your company meaningful. If they feel valued, supported, and like they’re growing, they’ll be far more invested while they’re on your team.

5. Helping Them See the Bigger Picture

But one way to help them stay at least a little bit longer is helping them to see the bigger picture. Junior employees of any generation can’t always see how their role connects to the overall goals of the company. It’s easy for them to get stuck in the mindset of task-completion without understanding the broader impact.

As their manager, part of the job is to help bridge that gap. Show them how their work contributes to the success of the team and the company. When they can see the impact of their contributions, they’re more likely to be engaged and motivated.

Supporting Growth—Even If It Means They Leave

Working with the younger generations is infuriating, invigorating, tiring and rewarding – often all in the same conversation. Keeping them engaged means building strong relationships with them by investing in their growth. Providing them with learning opportunities, new challenges, mentorship and a clear path is the essential for getting the best work out of them. Don’t expect them to stay forever, don’t be angry when they leave. I know a lot of Millennials and older GenZ who stay in contact with their early bosses, calling them mentors and friends years after they stopped working together. Their loyalty is to the person, not the company.

The Bottom Line

Managing Gen Z has a particular set of challenges, but they are solved in the same way that any people leadership problems get solved: understand what drives them, adapt our own behaviour and stay current, let them contribute and help them grow. Younger workers have tremendous value to offer to our organizations (and to us personally), if we have the patience and open-mindedness to meet them where they are – rather than expecting them to conform to outdated workplace norms.