Gen Z Isn’t the Problem, Change Is

Gen Z has become a hot topic. Operators are hungry to know what trends they’re gravitating toward, how they are spending their money and how the industry can best serve the generation. 

In fact, at the Club Solutions Leadership Summit in May, top owners and operators sat down to discuss challenges they’ve experienced with hiring Gen Z and tactics one might use to hire and onboard members of this generation. 

In attending the event I heard a lot of great information, tips and takeaways from what clubs are doing to combat the hiring challenges. However, there was one line from an attendee that stuck with me: “We were all having the same conversation 12 years ago about millennials.”

With every new generation comes new stereotypes. As a society we label ourselves to further divide the young, the old and the middle-aged. Boomers are out of touch. Gen Xers are slackers. Millennials are demanding and difficult to work with. Gen Zers don’t have a work ethic and only want to be on TikTok.

I’m sure there are more stereotypes that come to mind especially when thinking of millennials and Gen Z — avocado toast, student loans, entitlement, laziness, etc. While there will always be a natural misunderstanding between the young and old — simply because they were raised in much different societies — having these stereotypes and labels just furthers the divide. 

In a YouGov survey of American adults commissioned on behalf of The Atlantic, 64% of respondents strongly or somewhat agreed that members of different generations have meaningfully different personalities and characteristics, while only 10% strongly or somewhat disagreed. However, respondents were less sold on the value of these labels: 38% didn’t think they were useful, 36% did and 26% said they didn’t know.

The truth is, with every new generation that enters the market, you’re going to have preconceived ideas about their work ethic. It’s easy to label Gen Zers as lazy, entitled and addicted to their phones. But Gen Z’s reliability on technology isn’t the downfall of society, it’s just different from what you’re used to. 

So how do you navigate this change? 

As a leader it’s important to look inward and ensure you are playing your part. Each generations’ actions and beliefs are shaped by their own unique problems and challenges. It’s essential to know the commonalities generations share, and it’s equally vital to know each person operates differently and comes from a unique background. 

For example, Gen Z is known for being tech-savvy since smartphones have existed their entire lives. However, a potential candidate for a job at your facility may come from an underserved community and have little access to technology. It’s important as a leader to not assume what people do or do not know, and instead provide them access to tools that will set them up for success. 

However, this may cause you to have to change your leadership style.

Unlike previous generations who may have been satisfied with a directive leader, Gen Z employees want their managers to be coaches who can provide guidance, feedback and support. You may find Gen Z hires need more hands-on help learning social skills and how to properly interact with others face-to-face. As a manager you must be willing to invest time and effort into coaching Gen Z employees in order for them to work as a long term hire.

Gen Z has been labeled as conflict avoidant. Instead of asking for a pay raise, some will simply quit and claim they weren’t valued. To avoid this, it’s key for leaders to be transparent and honest in their communication. Gen Z craves open communication and honesty about company goals, expectations and challenges. As an operator, you must be willing to communicate regularly and openly with employees to build trust and foster a culture of transparency.

Personally, this is what helped me in my professional setting. 

When I first started I sat at my desk and hardly spoke. I simply was too afraid to mess up or fail that I didn’t go out of my way to seek more. However, luckily for me I had very supportive leadership. They encouraged me, had frank discussions on what I needed to improve on and more. However, I think the thing that helped me most is they gave me room to try. 

Regardless of the idea, they let me go with it. They gave me space to attempt new things, and most importantly, they put their trust in me. I knew if I tried and failed my career wouldn’t be over. It was just important I learned from the experience and didn’t make the same mistake twice. Over the years I have blossomed from a soft-spoken staff writer to an editor who is always full of ideas. 

While I can’t speak for an entire generation, I believe this is key: Empower your younger hires to take ownership of a project and/or task while encouraging them along the way. It’s important for them to know they’re supported and a valuable asset. While it may go without saying, it’s always good for people to be reminded.