How to lead Generation Z in a hybrid work environment

Imagine a manager who is all about getting things done within a specific timeframe, a true advocate for efficiency and productivity. This manager, often perceived as strict, means business. But here is the twist: The moment they see their team fired up, committed to growth and thriving, suddenly they radiate positivity and support for their team.

In the world of modern leadership, this manager is navigating the challenges of managing Generation Z (Gen Z) within a dynamic hybrid work environment. And they have a secret weapon up their sleeve: the belief that every team member should find their niche and uphold their personal brand with all stakeholders they engage with.

Young managers in their mid-30s (millennials) find themselves at the intersection of two significant shifts. Firstly, they are tasked with leading Gen Z employees, a generation known for its unique characteristics and perspectives. Secondly, they are managing teams in a hybrid work model, a response to the ever-changing dynamics of the modern work landscape.

In this article, we will explore the challenges young managers face when managing Gen Z in a hybrid work environment and explore strategies for effective leadership.

Understanding Gen Z

Generation Z, born roughly between the mid-1990s and early 2010s, has grown up in a digital age characterised by constant connectivity, technological innovation and instant access to information. This generation values autonomy, diversity, work-life balance and meaningful work experiences. To effectively manage Gen Z employees, young managers must be aware of their unique traits and expectations.

Desire for feedback and growth

Gen Z’s value regular feedback and opportunities for growth. Managers should be prepared to provide constructive feedback and create development pathways, ensuring they feel supported in their career progression.

Flexibility and hybrid work

The COVID-19 pandemic accelerated the adoption of hybrid work models. Gen Zs appreciate the flexibility of remote work, but also crave social interaction. Managers need to balance remote and in-person work arrangements to meet these needs.

Mentorship and coaching

Young managers may be challenged by the need to provide mentorship and coaching to Gen Z employees. This includes fostering a culture of continuous learning, mentorship programmes, and offering resources for skill development.

Diverse and inclusive environments

Gen Zs are highly diverse and value inclusivity. Managers must create environments where all voices are heard, and diversity is celebrated. Promoting an inclusive culture can lead to greater engagement and innovation.

In our company, 21st Century, amid these challenges lies an incredible opportunity – the chance to join our Emerging Leadership programme. This platform serves as a catalyst for growth, offering young managers a seat at the leadership table and a gateway to diverse management styles. It is an opportunity to learn, adapt and lead in an ever-evolving world.

We understand the importance of nurturing emerging leaders and harmonising their journey with the aspirations of Gen Z. We are committed to providing the tools, skills and knowledge necessary to thrive in a rapidly changing work environment. Our dedication to learning and development ensures our leaders, both young and seasoned, have access to a rich array of resources, workshops and training opportunities, covering technical expertise and those invaluable soft skills crucial in today’s business landscape.

As we conclude this exploration of managing Gen Z in a hybrid work environment, we look ahead with optimism. The synergy between young managers and Gen Z, coupled with the support and opportunities provided by organisations, holds the promise of a future where innovation, inclusivity and collaboration reign supreme.

Together, we navigate uncharted waters, driven by the spirit of adaptability and the pursuit of excellence. The future of leadership is bright, dynamic, and filled with endless possibilities.

This article is based on research conducted by 21st Century: one of the largest remuneration, reward, human resources, organisation development and change management consultancies in Africa, specialising in sustainable business solutions and underpinned by exceptional analytics and research capabilities.

Smangele Maphanga (BA Psychology)

Sales Manager

21st Century