Winning Your Right to Lead Generation Z
The scenario has been repeated countless times over the last few years. Caleb was hired to work in operations, a department that wasn’t known for its efficiency. Roger, his supervisor, told Caleb he needed his best effort to improve their results. Instead, Caleb, a Gen Zer, seemed half-hearted, showing up late each day and taking phone breaks several times a day. When Roger finally met with him to offer corrective feedback, Caleb got defensive. He said Roger had triggered his anxiety and now he needed some PTO. When Roger gently explained it didn’t seem like Caleb even cared about his work, the 23-year-old replied, “Well, it doesn’t seem like you care about me.”
When I examine the “why” behind this repeated scenario, I see a pattern. It’s best explained by looking at how leaders had to shift styles over time. Young employees enter their jobs today expecting a different kind of leader—and often we utilize styles from the past.
• Might makes right.
(Power gave you authority)
Thousands of years ago, it was all about power and strength. A leader whose army possessed superior weapons won the right to lead. Authority came from intimidation.
• Divine right.
(Sovereign appointment)
Later, tribes became nations and people agreed that God would appoint their leader. Once theology began driving government appointments, the majority followed.
• Familial right.
(Birthright of a monarchy.)
Over time, these divine appointments became driven by family lineage. The princes became kings once their fathers died. Families could hold power for generations.
• Electoral right.
(Voted upon by majority.)
As reason, science and reading expanded, democracies surfaced, enabling people to vote on who would lead them. The majority ruled. Those with the most votes led.
• Competence right.
(Recognized gifts and results.)
While democracies still existed, leaders earned their right to lead by producing results. People believed talented CEOs or board chairs deserved to be in charge.
• Connetion right.
(Trust and relationship.)
Today, young employees look for something new. While results are still key, Gen Z wants a leader who connects with them, has a high EQ and cares deeply for them.
The Need for a New Approach to Leadership
Leadership has evolved, having moved from the scientific age to a post-modern world where leaders achieve influence through relationship. They seek connection, not control. They earn their right to influence through personal power, not positional power. It’s not that titles no longer matter, but rather that good leaders don’t depend on their title to get things done. Authority comes from bonding, not badges. We are in a relationship age.
Moving into a New Age
Scientific Skills |
Relationship Age |
|---|---|
Technical Skills |
People Skills |
Command and control |
Connect and collaborate |
Gathering facts |
Finding meaning |
Focus is to sell a product |
Focus is to solve a problem |
Hierarchy (top-down) |
Circular (egalitarian) |
Never let 'em see you sweat |
Be authentic and vulnerable |
Mostly about IQ |
Mostly about EQ |
Scientific Skills
Technical Skills
Command and control
Gathering facts
Focus is to sell a product
Hierarchy (top-down)
Never let 'em see you sweat
Mostly about IQ
Relationship Age
People Skills
Connect and collaborate
Finding meaning
Focus is to solve a problem
Circular (egalitarian)
Be authentic and vulnerable
Mostly about EQ
Years ago, I saw empirical proof of how this new approach works. Taylor was a valuable member of our team who set several sales records for us. One year, he got four job offers, each including a higher compensation package than we did. He didn’t take any of them, even though they were tempting. When I discovered this, I met with him and asked why he didn’t take one of those jobs. He replied, “Yeah, the money would’ve been nice, but I don’t want to leave this place. Those companies are cutthroat. I feel like people care for me here. I plan to grab a side hustle and stay right here.” Sometimes compensation isn’t just about cash, it’s about culture.
The best leaders practice a beautiful combination of RESULTS and RELATIONSHIPS. What leaders often fail to notice is that while their “love language” is results, Generation Z’s love language is relationships. When a young professional joins a team, bosses often think: show me some results and I will show you I care about you. Gen Z thinks: show me you care and I will show you results. Leaders should connect before they direct.
The Gatekeeper Era is Fading
As you can see, leadership styles have evolved from one man holding power at the top of a food chain to a more participative style, where others weigh in on decisions and are included in the influence of a team. People today are more savvy, educated, and aware of information in our world and want to be included. The truth is: people support what they help create.A person operating as a “gatekeeper” for everyone is an antiquated notion in our day, except in rare situations. Authority has been decentralized in many organizations. Leaders must still run point and own the vision of their organization, but the power gap between followers and leaders is shrinking; and it must continue to shrink. Gen Z has a disdain for leaders who still operate in the style of the first three eras above. We must move from command and control to connect.
Once again—I encourage you at this point:
You need to listen a bit more than you used to listen.
You need to coach a bit more than you used to coach.
QUESTION:
How do relationships play a role in your style?
Do you combine both results and relationships to deepen your influence?
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