If your organization is losing Gen Z talent, the issue likely doesn’t lie with them but rather with you.
The phrase “
quiet quitting
has turned into a blanket accusation against Gen Z employees for lacking engagement at work. Older generations often portray them as unenthusiastic, reluctant to put in additional effort, and overly demanding. However, the truth is: Gen Z isn’t actually disinterested—
They’re simply fed up with poor leadership.
.
My research encompassing surveys, interviews, and industry-specific case studies indicates that what some term “quitting” is often a logical reaction to work environments lacking fairness, structure, and congruence with employees’ values. Rather than dismissing an entire generation, leaders ought to pose the question:
Where might we be going astray?
The genuine issue lies with leadership that has failed to keep pace
Generation Z came of age during times of economic instability, social justice initiatives, and an
growing emphasis on psychological well-being
They aren’t merely seeking employment; they desire work environments that emphasize psychological security, openness, and justice. Nonetheless, numerous businesses continue to adhere to obsolete managerial approaches—strict hierarchies, erratic standards, and ambiguous advancement opportunities.
When leadership lacks clarity, responsiveness, or fairness, Gen Z won’t stay silent and endure poor conditions. This isn’t “giving up”; it’s respecting themselves.
Why Traditional Leadership Fails Generation Z
The leadership styles that were effective for earlier generations frequently do not measure up nowadays. For instance, transformational leadership, with its emphasis on vision and inspiration, seems ideal; however, it usually falls short of providing the sense of security Generation Z seeks. On the other hand, servant leadership, prioritizing employees’ welfare, represents an improvement yet may still falter without sufficient organization and clear guidelines.
Generation Z doesn’t merely seek a dynamic leader who motivates them; they desire equity, transparent goals, and individuals who genuinely hear their voices. In situations where these components are absent, detachment becomes unavoidable. Herein lies the value of the framework I created—the Engaged Empathy Leadership Model (EELM)—which provides an answer to this challenge.
An improved leadership framework: being kind, fair, and organized
In my study, I created the EELM—an executive leadership model aimed at retaining and motivating Gen Z talent by concentrating on three key components:
-
Kindness:
Managers who show genuine empathy and concern foster an environment of trust and psychological security. Staff members tend to be more involved when they perceive themselves as respected individuals rather than mere employees. -
Fairness:
Generation Z anticipates fair treatment when it comes to promotions, compensation, and chances for advancement. Should they detect even a hint of bias or opacity within an organization, they tend to withdraw their engagement. -
Structure:
Generation Z expects clear guidelines, regular updates, and open decision-making to avoid confusion and frustration. Keep in mind that having a structured approach doesn’t mean being inflexible; it’s all about staying aligned.
True-life achievements: Businesses nailing it
Progressive organizations are demonstrating that as leadership adapts, Gen Z flourishes. I’ve witnessed this effect in numerous cases.
A tutoring firm boosted employee retention by swapping conventional performance evaluations for more relaxed individual meetings—often held over a cup of coffee or even while playing a round of golf. Staff members did not remain due to obligations but rather because their concerns were genuinely listened to and addressed.
Next up is the production company within the manufacturing and retail sector that changed its bonus system from being individually based on seniority to focusing on collective team achievements. As a result, this move decreased bitterness among employees, fostered greater teamwork, and led to higher employee engagement.
The final example I’ll discuss involves a restaurant that introduced organized weekly feedback meetings. This created an environment for transparent dialogues enabling staff members to pose queries, express worries, and receive explicit direction. These gatherings were not solely meant for criticism from higher-ups; instead, they permitted workers to offer constructive critiques of management respectfully and foster genuine exchanges. Consequently, this led to a significant enhancement in employee involvement and loyalty.
Disproving the ‘poor attitude’ misconception
A common misconception regarding Gen Z is that they possess “poor attitudes.” However, their approach merely differs as they prioritize clear communication. Disputes at work frequently arise due to mismatched expectations—for instance, when a Gen Z employee believes sending a text suffices for reporting illness, whereas an older supervisor insists on receiving a phone call instead.
Let’s make this clear: no generation is fundamentally more or less diligent. Staff members—at all ages—put in additional effort when they have faith in their leaders and envision a promising path forward within the company.
The demise of the ‘quiet quitting’ misconception
Generation Z isn’t silently resigning; they’re consciously choosing how to allocate their efforts. When leaders don’t adapt, disinterest isn’t an enigma—it’s a foreseeable result. However, organizations that adopt kindness, equity, and organization will likely thrive.
,
Gen Z won’t merely remain—they will thrive. The issue isn’t whether Gen Z is ready to put in the effort. What we should be asking is:
Are leaders ready to adapt?
This blog entry initially appeared here
SofTech
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