Embracing the Rise: Millennials and Generation Z in Leadership
Have you noticed that managers are getting younger and younger? While many corporate environments still have an average manager age of +35, more and more companies are embracing a generational shift in leadership. This may have begun with certain departments (I’m looking at you marketing), but it’s quickly spreading across organizations.
Perhaps you work with a Millennial or Gen Z manager, or perhaps you are one! At 26, as a young Generation Z manager myself, I’m looking forward to unpacking some of the benefits, trends and important considerations of embracing a new generation of leaders.
A Changing Leadership Landscape: Why are leaders becoming younger?
When I first joined the job market in 2016, young leaders were not something I was used to. My first manager was in his 50’s, and my second was in his 60’s. Although my experience was mostly in smaller companies, it was very clear that a top-down hierarchy existed and that the number one decision behind hiring and promoting was experience.
I think we can all agree that experience is extremely important. For the past decades, a knowledge of industry, markets and processes have guided stability and success. Leaders, managers and workers from the Baby Boomer generation have exactly this knowledge.
However, as the work world continues to digitize, some of the top skills required include:
These skills are in demand because they reflect the current business climate- a climate strongly influenced by global culture. The same culture that many Millennials and Generation Z’s have grown up in and understand intrinsically. It is no wonder that tech and marketing startups have been some of the first to hire young leaders.
You might be wondering if any management article can be written without mentioning the effect of Covid19 on the workplace. In many ways, it simply can’t. If the world was moving towards remote work, digital fluency and flexibility, Covid clicked the fast forward button. The result was that the key skills that Generation Z workers and managers possess were rendered more needed than ever.
The Strengths of Millennial and Gen Z Leaders
What young leaders lack in experience, they make up for in other strengths. Young leaders are more likely to embrace change in an optimistic way, to prioritize continuous learning, and to align their values with their work- encouraging an authentic leadership style.
In many ways, Millenials have experienced a life full of social, economic and cultural changes and are well prepared to handle pivots with resilience. Generation Z has grown up in a completely digital world and is well averse when it comes to new situations- making onboarding an often sped-up process.
Some other key strengths that young leaders can bring to an organization include:
As companies are called to embrace digital transformation and a more agile-style operating structure, young leaders can be a true asset in driving the business forward. Not only are they digitally native, but they understand the new consumer and the new worker and can provide insight into them. When this is coupled with the experience of more established managers, problem-solving and decision-making become more robust, and ultimately more successful.
Overcoming Stereotypes
You may be reading this and still have a negative stereotype of a young leader in mind. I’ll admit that we don’t always have the best reputation. There are countless stereotypes about young leaders being entitled, overly emotional, and inexperienced. Proving these stereotypes wrong adds to the list of challenges that young leaders face.
The concept of younger leaders being entitled is one that I often come across. While it may be true in some cases, in most, I believe the ‘entitlement’ is a misconception. Generation Z, in particular, places huge importance on their values. This may be visible in their support of social causes or their requests for work benefits. These values, such as flexibility, equality, and wellness, are shaping the work world to be more authentic and caring. Rather than viewing this as a disregard for process, hierarchy, or ‘the way things have been done’, it helps to understand that they link back to Gen Z’s deep desire to make a difference.
Challenges As A Young Leader
When I started my first management position in 2020, I was an average of 15 years younger than my peers. As you can imagine, this brought about all sorts of challenges. One of the first ones was earning the respect of my fellow managers. Sometimes it felt as if they would only truly respect me if I had similar experience to match theirs. In my second management role, I worked within a team where only one other leader was younger than 35. Although I was incredibly proud of our achievements, I often felt as if I was not taken as seriously as the other leaders.
As a young leader, it is vital that you build strong relationships with experienced leaders, as they can provide valuable guidance, mentorship, and insight. Likewise, it is important that you share your perspective, even - and especially if- it differs from theirs. Another challenge that I am not alone in struggling with is the concept of imposter syndrome. When you are in a boardroom or Zoom room filled with experienced managers, it is easy to question whether you belong there. From my experience, having a strong support network and a coach can provide the structure you need to promote resilience.
Some other challenges encountered by young leaders include:
Young leaders bring a lot to the table, but it is vital that companies keep in mind that they require support, recognition, and opportunities for development.
Fostering Collaboration and Multigenerational Teams
The leadership landscape continues to change and businesses are called to be more agile and adapt. I wouldn’t dare suggest that young leaders are the answer to that. I think they are an exciting and promising part of the solution of building a diverse workforce and leadership team.
Time and time again, diverse teams have outperformed homogeneous ones, and it’s no different with age. Having a team that accurately represents and reflects the market provides insight and experience and makes for strong problem-solving. The next step in this process is promoting effective collaboration between Millennials, Gen Z, Baby Boomers and other generations.
Some tried and tested strategies for this include:
By opening up communication, setting clear goals and encouraging respect and inclusivity, companies can benefit from experience and young leadership!
Final Thoughts
For many employees who have worked for years to find themselves in the C-Suite, it can seem unsettling to have a person of the same age as your child join you. From my experience, it is just as unsettling for the young leader!
Millennials and Generation Z are stepping strongly into leadership roles, and it is estimated that Generation Z will make up over 30% of the workforce by 2030. Doesn’t it make sense to embrace this trend now?
Frances Litten is the Head of Marketing & Communications for Erickson Coaching International. Some of her previous roles include Marketing Manager at Radisson Hotels in South Africa and Marketing Manager at Action Cricket Montague Gardens. She is a young leader and a proud Gen Z.