How to Manage—and Motivate—Gen Z
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Turn breakthrough ideas into real results at the virtual HBR Innovation Summit this November with top CEOs and masterclasses on AI and growth. Register by September 30th and save 25%. Learn more at hbr.org slash innovation summit. I'm Alison Beard and this is the HBR Idea cast. Every generation has complaints about the ones that follow.
The silent generation thought boomers were too freewheeling. Adi's not here to defend himself and other boomers. Boomers saw Gen Xers, that's me, as cynical slackers. They were only half right, I am very cynical, but not a slacker. And then Gen X has dismissed millennials as lazy and entitled.
Today, the youngest generation in the workforce is Gen Z, people born between 1997 and 2012, and a lot of bosses and organizations are having a hard time managing them. in part because of some unhelpful stereotypes. Maybe we think that Gen Z is overly fragile when we don't have time for coddling, or too demanding of work flexibility, pay and promotions without paying their dues. But our guest today says that we need to do a better job with Gen Z. First, because they're a large and growing part of the talent pool,
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