As a generational expert, I get to experience firsthand how the modern workplace is evolving. Gen Z is reshaping our offices with their expectations, communication styles, and work ethics. Instead of labelling them “hard to manage,” I believe the challenge lies in adapting our leadership approaches to harness their strengths. Here’s how we can turn these generational shifts into opportunities.
Recognising the New Challenges
In today’s evolving workplace, many leaders are encountering a range of new challenges with the arrival of Gen Z. From an expectation of rapid career growth and a strong demand for work-life balance to a preference for digital communication and frequent feedback, traditional methods of managing may feel increasingly out of sync. Gen Z also tends to question authority and favour purpose-driven work, which often contrasts with long-established hierarchies and rigid structures.
Gen Z employees often look for quick promotions and increased responsibilities. They have grown up with instant access to information and opportunities, fuelling their desire for fast progression. I have worked with a team of Gen Z freelancers who asked for a pay raise after working with us for roughly 30 days spread across a year. Although I did not think they were ready for a raise, I knew I had to do more than dismiss their request. I experienced their eagerness to do more and earn more, so I leveraged it by telling them why they’re not ready as yet, and how they can earn a pay raise (it’s not about how long you’ve worked with us)
For years, many in management circles have described Gen Z as impatient and entitled. Here is the hard truth: Gen Z is not the problem. We should focus on the problems themselves rather than placing blame on people or a generation. Consider a sports team that isn’t performing well. Instead of blaming the players, a great coach analyses the training methods, game strategies, and communication on the field to identify the real issues. This problem-solving mindset is exactly what leaders need to adopt when managing challenges, whether it’s addressing a failing process or adapting to new workplace dynamics with Gen Z.
I mean, think about it. Managers that Gen Z love are clearly doing something different. If we go by what Tony Robbins says, which is, “success leaves clues”, we can identify what works better in managing this group.
The challenge lies in our management practices. Many leaders still rely on outdated command-and-control methods that fail to serve today’s dynamic environment. Instead of blaming this new generation for being difficult, we need to examine our own practices.
We must ask ourselves why we struggle to provide continuous feedback, why we cling to rigid work structures when outcomes matter more than mere presence, and why questioning the status quo unsettles traditional management. Just because we (older generations) didn’t do it when we entered the workforce out of fear..does that mean they’re wrong to do it?
These challenges are not a reflection of a difficult generation but clear signals that our leadership approaches need to evolve to tap into the unique strengths of Gen Z. The real disruptor is an outdated leadership style that no longer serves a modern & agile workforce.
It is time for us to ‘up’ our management game.
In many Asian cultures, respect for authority and adherence to traditional hierarchies have long been the norm. These time-honoured values have guided us for generations, yet they now stand in contrast with the expectations of a global, diverse workforce. We have an opportunity to honour our cultural heritage while embracing innovative, flexible leadership practices.
By integrating the wisdom of our traditions with modern management techniques, we can create a workplace where every generation, including Gen Z, thrives. If the challenge isn’t Gen Z but our own leadership gaps, the solution is clear: evolve.
Practical Steps to Lead Gen Z
Here are some transformative approaches that have worked for many forward-thinking leaders.
1. Shift from Control to Coaching
Replace “do this because I said so” with guidance that inspires and informs. I have found that holding monthly one-on-one career check-ins and asking questions such as “What’s your biggest challenge right now?” can open the door to genuine growth and collaboration.
Take an active interest in the people you manage instead of solely being a task master. A leader who can inspire his team to do more and get buy-in will be able to bring synergy to the entire team. Use Slack, email, or voice messages for quick recognition (e.g., “Great job on that report, really clear insights!”).
✅ What to do: Move from “Do this because I said so” to “Here’s why this matters, and let’s find the best way to approach it.”
2. Redefine Performance by Focusing on Outcomes, Not Hours
Gen Z is all about results. By setting clear, outcome-driven goals and trusting your team to manage their own time, you empower them to achieve their best without being tethered to the traditional 9-to-5 model. This of course, depends on what the top management thinks too. A basic litmus test to consider is if remote work would be a viable situation in another pandemic. In such cases where it is an experiment, be sure to over-communicate.
That means it is important for you to even mention which medium of communication you prefer the most when things go south. By defining clear key performance indicators that emphasise results and allowing flexible work arrangements, you empower your team to excel on their own terms.
✅ What to do: Set clear goals and deliverables, then trust employees to get the work done in a way that suits them.
3. Build a Culture of Frequent, Real-Time Feedback
Annual reviews simply do not cut it anymore. Incorporating micro-feedback through digital channels, quick check-ins, and regular team debriefs ensures that everyone stays aligned, motivated, and continuously improving.
Somehow, many leaders think of this as a formal event.
It doesn’t have to be. Gen Zs are all about quick, incisive feedback that gets to the point. As long as the feedback is delivered with their best interests in mind, it is possible to give them a lot more feedback faster.
Elon Musk is known to go to his companies every week to ask what their biggest choke-points are in the business. By solving them on the spot, he is saving his company lots of time instead of waiting for the issue to be raised up in a meeting.
In a formal process, feedback takes time. Imagine the amount of time that it takes to set up a meeting, discuss the matter, and get to the solution. Cut to the chase and give feedback on the go. Your Gen Zs will love you for it.
✅ What to do: Integrate micro-feedback into daily interactions:
- Monthly career check-ins
- Quick Slack messages acknowledging good work
- Constructive feedback in real-time rather than waiting for formal reviews
4. Develop Transparent and Inclusive Leadership
When I explain the “why” behind decisions and invite collaborative problem-solving, it builds trust and reduces friction. The younger generations, even the Millennials, are big on making an impact.
Unfortunately, not all team members get to see the impact they make through their work. This is where you, as their leader, can share the impact if you happen to have contact with your clients.
Sharing the impact they made transparently will inspire them to do more. I remember receiving a feedback from one of our participants. Our client received the feedback, took a screenshot and sent it to us. When our client shared the lovely feedback with us, we forwarded into to our team’s WhatsApp group and openly praised our team member who was the main trainer for that project. Praise publicly. We, as Asians, don’t do this enough.
✅ What to do:
- Praise in public
- Explain why decisions are made
- Invite collaborative problem-solving rather than enforcing top-down rules
- Share company vision and impact to keep employees engaged
5. Align Personal Growth with Business Success
Connecting a passion for self-improvement with the organization’s mission is essential. Offering mentorship, learning opportunities, and clear career mapping not only nurtures individual talent but also drives the overall success of the business.
It might seem like a lot of things to do on top of your primary role, but that’s why companies have managers. It is your ability to get work done while managing a team well that earns you the role. Sadly, managing teams or people is not something that is taught in school, so it’s all about learning as you go. The best you can do is attend workshops, read books and speak with mentors.
As a leader, if you admire something the Gen Zs do well, make it a point to arrange for a reverse-mentoring session. Let them know what you want to learn from them, and ask them if there’s anything they’d like to learn from you. You can start off by saying, “I notice you’re really good with X. Do you mind sharing with me how you manage to do ‘this’ over coffee?”
✅ What to do:
- Offer mentorship, courses, and skill-building projects to one another
- Tie work to career growth: “This project will develop your leadership skills.”
- Encourage side projects that align with company goals instead of fearing them
Addressing Common Pushback
Every change initiative encounters resistance, and here are some of the common objections I’ve heard from people managers during our training sessions.
“I don’t have time for constant feedback. I already have too much on my plate. I can’t be giving feedback every day.”
Many managers worry that giving regular feedback will consume their already busy schedules. In my experience, feedback does not have to be lengthy or formal. A quick Slack message or a brief two-minute voice note (as mentioned earlier) that highlights one achievement or offers one constructive suggestion can make a significant impact over time. These small, timely acknowledgments have repeatedly boosted team morale and performance.
“Gen Z should toughen up like we did. I had to work hard without all this hand-holding. Why should I treat them differently?”
There is a common sentiment that the newer generation should simply adapt to older, traditional methods. However, every generation faces its own unique challenges. Today’s fast-paced and interconnected world demands leadership that unlocks potential rather than enforcing conformity. I have seen that when managers adopt modern approaches by offering targeted support and understanding the unique pressures that Gen Z faces, the result is a more engaged and innovative team. We are not looking at lowering standards; it is about providing the right tools for today’s environment. The last thing you need is for Gen Z to complain about you to HR and requesting for mental health breaks because of your management style and leadership mindset.
“I was managed the old way, and it worked for me. I didn’t need special treatment when I was starting out. Why should they?”
Some managers believe that if traditional methods worked in the past, they should still be effective today. Yet the challenges we face now are vastly different from those of two decades ago. Modern workplaces require agile, adaptive leadership that engages diverse teams.
When I share examples of how contemporary leadership styles have increased engagement and performance, it becomes clear that evolving our approach does not mean abandoning our standards; it means enhancing them to suit today’s reality.
Think of it as building upon a strong foundation to make it even better. Parenting, Government policies and everything else that we’ve done is building upon what used to be. See it as moving forward instead of a step back.
“Accommodate too much and they’ll take advantage. If we keep adjusting to Gen Z, they’ll just keep asking for more. Where does it stop?”
There is a concern that providing excessive flexibility might lead employees to push boundaries. My experience has shown that when flexibility is paired with clear expectations, it creates a balanced environment where both employees and the organization thrive.
Most Gen Z employees are responsible and excel when given autonomy within well-defined limits. Setting these boundaries and communicating them effectively transforms flexibility into a tool for empowerment rather than a loophole for underperformance.
At the same time, let them know that if they do take advantage of such initiatives, it can be taken away from them. This ensures nothing goes out of control.
“If they don’t like it, they can leave. We don’t need to change just for them. If they don’t want to work the way we do, they can find another job.”
Finally, some managers argue that if employees are unhappy, they should simply seek other opportunities. This perspective overlooks the true cost of high turnover. Replacing talent is both expensive and disruptive.
I have witnessed that investing in modern leadership practices not only retains top talent but also fosters an environment of innovation and continuous growth. When employees see that their development is prioritised, they are more likely to commit to the organisation long term.
Sadly, most leaders don’t realise Gen Zs are less likely to tolerate toxic behaviour unlike their earlier predecessors. There are some employees of the earlier generations that hold on to their toxic badges of honour. For instance, they admit that their leader was toxic and horrible, but they attribute their resilience to that bad experience. In such instances, I like to emphasise that Gen Zs (or anybody else for that matter) don’t need to go to work to get lessons on resilience. We have enough on our plate as it is. With the “It’s my way or the highway” mindset, be prepared; just in case someone decides to secretly record you “in your moment” and upload it onto social media.
A New Way of Leading
At its core, managing Gen Z is about evolving our own leadership practices to match the changing landscape. Enlightened leaders embrace feedback, prioritise outcomes, and foster an environment of trust and transparency. The challenges we face are opportunities to create a more dynamic, resilient, and forward-thinking workplace. Don’t blame the problem. Become bigger than it. Remember, the best leaders are those who continue learning, adapting, and inspiring others to do the same. I invite you to reflect on your leadership style. Are you ready to move from traditional command-and-control methods to a more agile, coaching-focused approach?
Start by choosing one of the recommendations above and implementing it this week. Share your experiences, challenges, and successes with peers or in a workshop setting. Let us spark a conversation that drives meaningful change across our organisations. The future of work belongs to leaders who are willing to adapt. Are you ready to lead the next generation, or will you let old habits hold you back?
