They were born with a smartphone in hand, a LinkedIn profile before leaving business school, and the firmly held belief that life is not only about working, but about working with purpose.
Welcome to the world of Generation Z — young professionals born between 1995 and 2010 who are now entering the workforce en masse. Spoiler alert: they don’t respond to the same management style as their elders.
If your idea of good management boils down to setting SMART goals, holding a weekly meeting, and correcting PowerPoint slides with a red pen… it may be time to rethink your approach.
Who are Gen Z, really?
Generation Z: not aliens, not lazy – just different
You don’t need a sociology degree to realise that Gen Z didn’t grow up in the same world as Generations X or Y.
- They’ve lived through uncertainty — economic crises, pandemics...
- They’ve grown up online: YouTube, TikTok, instant everything.
- They’ve been exposed from an early age to topics like mental health, sustainability, and inclusion.
- They’ve been raised in a world where everything is rated, compared, evaluated.
The result? They are demanding, but clear-headed. They have little patience for meaningless tasks or convoluted processes. They challenge authority, seek purpose, and want to learn — and thrive, ideally without compromising their mental health.
What do they want? A human manager, someone who sees them as people before seeing them as resources.
The coach manager: neither guru nor babysitter
The leadership style they reject: the old-school boss — directive, productivity-focused, who talks more than they listen. The one they embrace: the coach manager.
Not a life coach, but a professional guide who supports, empowers and helps them grow. Someone who:
- sets clear boundaries,
- fosters autonomy,
- offers helpful (and regular) feedback,
- genuinely cares about each team member’s development.
A coach manager doesn’t micromanage. They trust. They’re not afraid to say “I don’t know”, and they make space for experimentation.
In short: they don’t manage a team like a spreadsheet, but like a living, evolving group.
What Gen Z doesn't really want:
- Rigid working hours like “9 to 6 or else”
- Vague demands such as “be more proactive” or “show ownership”
- Aimless meetings, or worse: endless ones
- A manager who delegates without explaining
The 5 pillars of good Gen Z management
1. Active listening – not monologues
Gen Z doesn’t just want to execute. They want to understand the “why”. It’s not defiance — it’s a quest for coherence.
What a good manager does:
They ask genuinely open questions and take the time to explain decisions, understanding that clarity precedes commitment. By identifying what drives or blocks each team member, they transform listening into a powerful management tool, not a vague act of kindness.
2. Feedback – as a tool for growth
Forget outdated annual reviews. Gen Z wants continuous feedback — not to be judged, but to improve.
What a good manager does:
They give real-time feedback and encourage two-way exchange, fostering a culture of continuous improvement. They celebrate small wins as much as major goals, and correct mistakes without belittling, explaining without patronising. For Gen Z, good feedback is above all: clear, honest, and constructive.
3. Guided autonomy – neither micromanagement nor abandonment
No, they don’t want hand-holding. But they don’t want to be thrown in at the deep end either, with the old “figure it out, it’s character-building”.
What a good manager does:
They define a clear framework, then allow flexibility in how to get things done. They provide support during firsts — be it client presentations or complex projects — and establish regular check-ins without slipping into surveillance.
Autonomy is built — not imposed.
4. Meaningful work – not just storytelling
Gen Z isn’t looking to work more to earn more. They want their work to mean something. Whether it’s for customers, the team, or the planet — it must serve a purpose.
What a good manager does:
They connect each task to the broader goals of the company, creating alignment instead of spinning tales. By sharing collective successes, they show the real impact of each individual’s contribution.
Telling a story isn’t about selling a dream — it’s about creating coherence.
5. A work environment that’s flexible – but not rudderless
Remote work, flexible hours, relaxed dress codes… Gen Z values all this — but not at the cost of structure or team spirit.
What a good manager does:
They first set the ground rules for hybrid work, availability, etc., and actively encourage team time — lunches, pair work, shared projects. They’re open to rethinking some rules in co-construction with their team.
Flexibility works best within a contract of trust — not through generalised leniency.
Shouldn’t we also rethink manager training?
Let’s be honest: many current managers were never trained to work with Gen Z profiles. They either replicate what they experienced, or improvise. The result? Tension, miscommunication — sometimes early resignations.
It’s time to invest in a new generation of management training:
- focused on soft skills,
- grounded in support and mindset,
- built around real-life cases, coaching, and feedback tools.
And most of all: it’s time to value the role of manager as an act of social responsibility — not just a step on the corporate ladder.
Managing Gen Z requires time, adaptability, and sometimes a dose of humility. But it’s also a powerful opportunity to rethink management as a whole.
Less top-down, more human. Less about control, more about trust.
By meeting Gen Z’s expectations, you’re actually helping your organisation work better — for all generations.
