The Harvard Program on Negotiation blog recently posted a piece on “How to Manage Difficult Staff: Gen Z Edition.” As a negotiation and mediation specialist who speaks to CPA societies on “How to Hire, Train, and Retain the Best People,” I was intrigued by this article and dug in a little deeper to help you with this topic.
Background on the article
For the purposes of this article, Generation Z was born between 1997 and 2012, ages 13 to 28. The survey found this generation to be more challenging to work with a significant amount of the time. Key elements for improvement include technology skills, effort, and motivation. In terms of development, they were overly sensitive to constructive feedback. At the same time, they were found to be innovative and adaptable and prioritized diversity, social justice, and ethics.
Many entered the workforce during COVID-19, which may have impacted their transition. Not being on site can have a problematic impact on interacting with others, accepting constructive criticism, and handling other elements associated with the job. They also have less oversight and interactions with their counterparts at work, which can have a stifling impact on building authentic, caring relationships.
Think about the new employee coming on board without experience. Put yourself in their shoes. Consider what they don’t know: your corporate culture, do’s and don’ts, who and how to network with others, and trying to learn the job.
It has been found that new employees need three mentors.
One is the on-the-job person who shows the new person the ropes and is there to help. The second is someone who understands the company's vision and direction. This is especially important for those new team members who did not grow up in a similar culture to most of your employees. They likely don’t know they need this person to bounce things off of and gain additional insights. The third individual is the person who knows how to get things done. This may be a long-serving administrative assistant or someone who knows how everything works. Those in your culture will know how to reach out to establish relationships with all three. Those new to your culture must be introduced to this concept and encouraged.
What about social activities? What about coffee, lunch, after-work get-togethers, connecting activities, and just being part of the gang? These can be done virtually, too. It takes some planning and initiative to make this happen.
Initiatives
I have found three keys that work very well and that are confirmed in this article and other sources are:
- Catch them doing something right at least once a week and thank them for something specific.
- Get the employee the training they need from their perspective.
- Give them a chance to shine in leadership or accomplishment.
Appreciation is critical. New and younger employees seek and want affirmation. Set them up for success. Check in regularly. Reinforce what they are doing right and gently counsel them on improving with a perceived setback. Consider what training and experiences you can offer to address not only the technical elements of the position but also the so-called “soft” skills, now referred to as the “critical” skills. Consider training associated with communication, conflict resolution, critical thinking, teamwork, time management, and work ethic.
Given skillsets, consider reverse mentoring. Those from under-representative groups can educate leaders about their challenges, perceptions, and difficulties. Avoid stereotypes. Go from your comfort zone to the learning zone and be prepared to have difficult conversations. You can share insights, knowledge, and expertise in both directions.
The need to be authentic
Promote trust by being straightforward, open, accepting, and responsible. Coach them to do this, too. Demonstrate honesty and integrity with everything you do. Show them your culture and how you live this out at work and in your life. They are watching. If you don’t, you may lose them. The next generation has higher ethical expectations than previous generations historically. Share what you can legally, ethically, and morally. Over-communicate rather than under-communicate. Be accepting of others. Our society is more accepting of those who are different from themselves. Show that you have this tolerance, too. Be responsible. Under promise and overdeliver. When you cannot, let the other party know what the new expectation is going forward as soon as possible.
Acknowledge your emotions and theirs without blame. This demonstrates vulnerability that promotes trust.
If you cannot talk now, given other priorities, set up a time for when you can talk,
Realize and teach that you do not have all the answers. Demonstrate that you often do know where to go. Delegate and promote enhanced experiences, not just busy work. Encourage Generation Z by listening and guiding with questions rather than providing answers. Help them work through their questions and concerns to help them build confidence in themselves.
Encourage caring and concern for self and others. Being kind, compassionate, and caring goes a long way toward demonstrating concern and understanding. Help with emotionally tricky situations or guide where to go. You don’t have to have all the answers, but you may be able to direct them to others that can help.
Be open and honest in communication.
Be transparent about what you know and how you feel, and share experiences and stories to help with issues. This will build stronger relationships and be more satisfying for both of you.
Who do you find are good listeners with whom you have a strong, connecting relationship? Who is enthusiastic at work? Who do you think is authentic? Sharing your concerns, being vulnerable, and being supportive will enhance workplace relationships and inspire others. To learn more about this topic, check out this article from the Greater Good Science Center.
Summary
Consider the background, initiatives you can take and being authentic with Generation Z. As you develop individual relationships and avoid stereotyping, you may be surprised at what you might learn and enhance your own understanding. To gain additional insights check out these links about collaboration, conflict resolution, or improving your servant manager skills.