A Way to Get Through to Gen Z Teammates That No One Is Talking About
Have you ever reached an impasse with a young employee? No matter what you asked of them, they didn’t seem to get it? I have a case study for you.
Todd hired a 23-year-old job candidate to join his team, but from day one, Ana didn’t seem to comprehend the work. After two complaints from colleagues, Todd met with her and asked why she wasn’t doing what she was supposed to do. Ana replied with a “word salad” that Todd didn’t completely understand, but he encouraged her to try harder. After her first week, he noticed that she was arriving late each day, leaving a bit early, and in between, seemed disengaged. Todd met with Ana again but made no progress. No matter what he shared, she just wasn’t motivated. After her second week, Ana sent an email to the entire team, letting them know she was quitting. Todd never got a call from her again.
A January 28, 2025, Fortune magazine report shared that managers are firing Generation Z staff faster than any other generation, and six in ten are letting them go within a few months of hiring them. The chief reasons are:
Poor communication skills.
Disorganized work habits.
Unprofessional behavior.
Showing up late for work.
Schools are now stepping up to prepare graduates for the workplace. Michigan State University has a class called, “Adulting 101” on how to navigate the complex life of an independent adult. Students are signing up big time. Other universities have jumped on board with similar courses, attempting to help Gen Z get ready for life. One high school in London is trying out a 12-hour school day to prepare students for adulthood.
This is all good, but I’ve identified a solution no one is talking about.
What’s Blocking Your Communication?
Leaders often talk to Gen Zers but don’t get through because an emotional need is blocking the information. Young people enter their careers with social and emotional needs that leaders who are over 40 often misunderstand. They wrestle with mental health issues. Leaders usually say: “When you come into work, leave your personal problems at the door. You’re here to get work done.” Up till now, younger generations have lived in a world that says: “Bring your whole self into each situation you enter.”
Let me give you an analogy for what’s happening.
Imagine you’re observing people in a large swimming pool. You see a young swimmer who’s drowning, but they don’t know how to ask for help. Yet, you can tell they’re in trouble. In response, you begin yelling information at them. “You should know how to swim! Why are you in the pool? I told you the rules—no swimming after 3 pm. There is no lifeguard on duty now. Blah, blah, blah.” Although all that information is accurate—it’s just not helpful.
They’re drowning. They need a life jacket.
Similarly, a young team member may be struggling with something that’s affected their ability to work. They may be flooded, anxious, or embarrassed. While I’m not suggesting you become their therapist, you do want to get to the root of the problem.
So, instead of saying: What you did was wrong!
Say: Wow, what you did doesn’t sound like you. Are you OK?
Instead of asking: Why did you do that?
Ask: Has something happened to you recently?
Instead of saying: What did you just do?
Say: What are you feeling inside?
You are not excusing their poor performance, but you are allowing them to explain it so you can both reach a solution. Once a person is empowered to vent or share what’s going on, they’re more ready to work toward a solution. This is also true with our kids or spouses. In a marriage, for instance, when one spouse accuses the other of wrongdoing they feel compelled to defend themselves, for the purpose of their own dignity. Yet, when they’re allowed the space to acknowledge what’s going on inside—that they feel embarrassed or ashamed by what happened—then they’re able to join with their partner to resolve it. It’s an emotional need, not a cognitive need. They don’t need information. They need emotional support. It’s not a practical conversation but a social or emotional one.
After one of our young staff made a glaring error on a project, we saw each other in the hallway. I could see embarrassment on his face. My first words to him were, “I heard what happened last week. Oh my gosh. I need to tell you how I flopped far worse my first year on the job.” That leveled the ground, allowing him to open up and own what he’d done.
Incidentally, Todd called Ana, the young lady who quit his team, just to say he was sorry he couldn’t provide a place for her to grow on the job. He was amazed by her response. She opened up and acknowledged her own mistakes and apologized as well. Too often, we only have cognitive interactions at work when Gen Z needs so much more to grow.
My new book releases this November.
You can pre-order it now ⤵︎
The Future Begins with Z:
Nine Strategies to Lead Generation Z as They Disrupt the Workplace.
Release date: November 4
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