Leading Generation Z? Don’t Think What, Think Why
I bet you remember when Nike first began using their catchphrase: “Just Do It!” It was 1988, and this tagline could be found everywhere. It was a challenge to act, to initiate, to take a risk, to move forward even if it’s hard.
After 37 years, Nike is reintroducing this iconic rallying cry to Generation Z, but they are tailoring their message to the Gen Z mindset: “Why Do It?” It is customized to meet young athletes where they are, profiling success as a decision, not an effect.
Why the Update?
The first tagline in 1988 was targeted to Generation X, the young adults of that day who were raw and real and didn’t like the BS of so many disingenuous leaders. From greedy corporate leaders to immoral televangelists to corrupt politicians, Gen Xers grew cynical about it all. Many were apathetic, disengaging from the establishment. They needed a call to action. Well, their offspring—Generation Z—is the apple that didn’t fall far from the tree. They are a generation that needs a “why” before they step out. Millions have become jaded. Nicole Graham, Nike EVP & Chief Marketing Officer, says: “With ‘Why Do It?,’ we’re igniting that spark for a new generation, daring them to step forward…and discover the greatness that unfolds the moment they decide to begin.”
Nike is also practicing smart messaging.
Consider this. Gen Zers have grown up with a smartphone, not just a cell phone. They are exposed to the flaws in leaders, and they’re repulsed by the lack of transparency they see in them and their organizations. Young adults have social media and see everything. This had led to masses of them becoming either angry or anxious. I believe leaders must understand a vital truth to engage with them: They need a why.
Then and Now
In the past, employees were satisfied if managers simply shared what needed to be done in a clear way. Just give them the task and they’ll comply. With Generation Z, it’s different. We must share the “why” behind the task if we hope to engage them. For some, they need a “why” because they know too much and need to be convinced it’s worth it to step into action and become involved. For others, they need a “why” because they know too little. They’ve never had a full-time job before and need a boss to explain why a specific action is essential. Either way, I suggest you don’t think “what,” but think “why.”
Nobody understands this better than Todd Lane, from Cox Enterprises. At Cox, he oversees an initiative called LEAD. In it, he offers opportunities for young professionals to learn new skills, collaborate with peers and contribute to the great work their teams are doing on a rotation basis. He told me, “At LEAD we’ve equipped hundreds of them to lead over the last decade. Eighty-five percent of them are right out of college.”
Recently, he and I discussed the power of “why” in his interactions with them. When Todd gave his Gen Zers a chance to offer him feedback, they jumped at the chance. Several said, “We get frustrated when you put us in jobs that we don’t like. Why do you do that?” Todd took the time to explain it’s because Cox wants to develop leaders who are a total package with diverse skills. They are in a preparation season. It makes them much more attractive and marketable for promotions.
Their response? “That’s all we needed to hear.”
When Teammates Understand the Why…
It improves employee engagement. Knowing the “why” behind a task helps them see the big picture, motivating them to invest more time and energy.
It fosters better decision-making. When people recognize the desired outcomes behind a project, they make wiser choices in light of those outcomes.
It increases employee ownership. This may be the most important reason. When they buy into both “what” and “why,” they “own” their job instead of “renting” it.
It deepens their creativity. Knowing the why allows staff to gain visibility on new and better ways to achieve a goal. Their creativity is unleashed.
It empowers better problem solving. Since they recognize the desired outcomes, it ignites them to become problem-solvers at work, which is a rare skill.
Another recent graduate began working at Cox, but organization was not his strength. The next rotation, he was moved to product management to further develop this skill set. It was hard, he didn’t like it, and he said so repeatedly. But Todd continued to encourage him, saying it was going to make him so much better at anything he does in the future. After a year, the young man told Todd, “It was my greatest year of growth. Thank you.”
But—he needed the “why.”
Todd told me he loves mentoring these Gen Zers. As they start, they receive a month of training—including lots of “whys”. Afterward, they enjoy regular meetings together that cover both business issues and professional growth. And in their developmental sessions, they are constantly hearing the “whys” behind the tasks and positions. It’s an incredible way to engage them. Over 50 of those young adults are now managers or directors on their team. Todd added that his greatest compliment is receiving steady emails from hiring managers at Cox who say, “Hey Todd, I want someone from your LEAD program.”
My new book on this young population is finally ready!
The Future Begins with Z:
Nine Strategies to Lead Generation Z as They Disrupt the Workplace.
Release date: November 4
Bonus materials are available, when you pre-order:
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