Decode Gen Z – how to handle the future before it handles you.

After a few recent sessions with my students and an intense workshop for one of the companies I work with, one thing became crystal clear: managing Gen Z isn’t just a trendy topic on HR panels anymore. It’s a real, growing challenge – and it’s hitting leaders harder than expected.
I keep hearing: “They’re entitled.” “They’re not engaged.” “They keep asking ‘why’ all the time.”
But instead of slapping on labels, it’s worth asking: what’s really behind that behavior – and what can I, as a leader, actually do about it?

Here are a few key insights and practices that – if you take them seriously – could shift how you think about building future-ready teams.

Who are these “Newbies”?

Gen Z – those born between 1997 and 2012. They grew up through ongoing crises – climate, economic, and thepandemic. Their childhood and teen years were shaped by a digital, instant, unpredictable world.
The result? Values like authenticity, diversity, flexibility, and work-life balance aren’t “nice-to-haves” for them – they’re non-negotiables.

They’re digital natives. Technology doesn’t impress them – it just is and has always been around for them.
But beware: that digital fluency hasn’t made them hyper-efficient robots. Quite the opposite – they’re more prone to overstimulation, info fatigue, and the need for instant feedback.
And most importantly – they have little tolerance for top-down, authoritarian leadership.

Leaders vs Gen Z: A clash of worlds?

This isn’t about not wanting to work. They do – but on their own terms.
Or more precisely: they want to feel that their work matters, that it makes a difference, and that their effort has a real impact.
If they don’t see that – they leave. Sometimes physically, sometimes just mentally. The former is visible; the latter is harder to spot.

The most common Gen Z-related struggles leaders report:

• Lack of engagement in meetings, silence, reluctance to take initiative.
• Doing the bare minimum, avoiding tasks that don’t align with their values.
• Resistance to hierarchy and traditional management structures.
• Need for quick feedback and frustration when faced with lack of clarity.

All this can look like rebellion, immaturity, or a lack of loyalty – but more often, it’s just a different perception of the workplace. And it’s up to leaders to master this new language – because Gen Z won’t go back to thinking like Gen X or Y.

So what does work? (and why “another training” isn’t the answer)

An effective approach to Gen Z doesn’t start with rewriting the employee handbook – it starts with a shift in the leader’s mindset.
This isn’t a lazy generation – it’s a generation that expects:

• Authenticity – You don’t have to be their buddy, but don’t fake who you are.
• Transparency – They want to know what, why, and how. Not to challenge you – but because trust has to be earned, not assumed.
• Impact – If they don’t see the meaning behind a task, they won’t do it well. Simple as that.

Instead of saying “Do it the way I told you,” try “Let’s figure out the best way to solve this.”
Instead of quarterly feedback – set up weekly 15-minute check-ins.
Instead of “You need to improve your numbers” – define micro-goals together: specific, measurable, achievable within two weeks.

But what about the leader’s limits?

Let’s be real – this might sound like just another pile of tasks. More conversations, more empathy, more feedback.
And if you’re thinking “When am I supposed to do all this?” – I get it. Totally.

That’s the real tension. Leaders today are overwhelmed and judged by results – not by how well they understand their teams.
Which brings us to the core shift: this isn’t about doing everything for your team.
It’s about changing your posture – moving from carrying the team on your back to empowering them to carry more themselves.

Start with a simple self-check:
What can you delegate to focus on what truly needs your presence?
Which tasks are you doing “because it’s faster, better, or not worth explaining” – and which are actually investments in your team’s growth?

Gen Z doesn’t want a superhero leader.
They want someone who creates space for development, who trusts, asks, listens.
Someone who’s not afraid to say “I don’t know – let’s find out together” or “This one’s yours – show me how you’d approach it.”

From chaos to clarity: What can you do today?

Start by organizing your own actions. If you feel like you’re constantly drowning in “I have to do it all,” maybe it’s not about time – maybe it’s about priorities.
A simple classic tool helps here: The Eisenhower Matrix, which sorts tasks into four categories:

1. Important & Urgent – Do it now.
2. Important but Not Urgent – Schedule it.
3. Not Important but Urgent – Delegate.
4. Not Important & Not Urgent – Eliminate.

Look at what really needs your presence – and what could be handed over.
Maybe to someone from Gen Z who’s hungry for challenge but hasn’t yet had the chance to prove themselves.

Flexibility – Yes. But with expectations.

Changing your leadership style doesn’t mean everything now has to be “soft, sweet, and without consequences.”
In fact, Gen Z craves clarity – and that includes clear communication around:

• What’s expected from them in their role.
• How success is measured – not vague ideas, but clear, tangible goals.
• What the consequences are – both positive (recognition, growth, bonuses) and negative (loss of trust, fewer projects, and if needed – parting ways).

Not every “low performer” is lazy or a bad fit. Sometimes, they just don’t match the team’s culture, pace, or dynamics. And if – despite your support, feedback, and real efforts – nothing changes, it might be time for a tough but responsible decision.

It’s not about “firing.” It’s about a professional, respectful goodbye – accompanied with a clear message: “We tried different ways, but at this stage, it’s time to part.”

That too is part of mature leadership – knowing how to support, but also when to draw the line.

So, what now?

If you’re a leader, HR professional, or business owner, and you already have Gen Z on your team – you don’t have a problem. You have the future showing up at your door.

The only question is: what will you do with it?

Managing Gen Z isn’t a passing trend. It’s a foundational shift in workplace culture.
And only those leaders who get it now will be the ones building the teams ready for tomorrow.

If you want to talk about how to help your organization adapt to this new way of working – I’m here for you.
I run workshops, development programs, and one-on-one consultations with leaders.
Let’s move beyond “managing” this generation – and actually learn how to make the most of what they bring.

A Big thank you to my amazing peer Ola from Kursy języka angielskiego online – ATL English by Aleksandra Ammer for her support and proofreading!