What’s So Wrong with Gen Z? The Answer Isn’t What You Think

-- Work has shifted from paychecks to purpose and leaders who don’t get it risk being left behind. It’s time to rethink how we lead in a world that demands belonging, trust, and authenticity. Ready to lead the change? Discover how to build workplaces where people and purpose, both thrive!

In countless meeting rooms and leadership discussions, a familiar complaint surfaces: “Gen Z just doesn’t have the work ethic.” Frustration with the youngest members of the workforce has become a well-trodden narrative. But is it really justified? Or are we, as leaders, missing something far more profound? Could it be that we’re witnessing a fundamental shift in how work is valued and perceived?

Over the years, I’ve had the privilege of working with Baby Boomer bosses, collaborating with my Gen X peers, and now engaging with Millennial and Gen Z colleagues. I’ve had meaningful experiences with every generation, and if there’s one thing I’ve learned, it’s this: every generation’s work ethic, values, and approach are shaped by the world they grew up in. Each carries its own strengths and weaknesses, and behind these differences lies a story worth understanding.

Over the last two decades, I’ve observed a recurring pattern: workplace expectations evolve in response to societal progress. Yet, we often overlook the influence of changing times on what people seek from work. To understand this shift, let’s revisit a timeless framework—Maslow’s hierarchy of needs.

The Evolution of Workplaces and Human Needs

Our workplaces are a reflection of our economies. Joseph Pine and James Gilmore’s Experience Economy outlines this transformation: from agricultural economies built on labour, to industrial economies focused on production, to today’s experience-driven economies that prioritise meaning and transformation.

In this current phase, employees want more than a paycheck—they yearn for recognition, belonging, and authenticity. This evolution aligns closely with Maslow’s hierarchy of needs. As economies grow more stable, human desires shift from survival to self-actualisation.

But while employee expectations rise, organisations often struggle to keep up. This disconnect creates a sense of disengagement, especially among younger workers. What some perceive as entitlement is, in reality, a response to a lack of trust. Gen Z has grown up witnessing corporate instability during moments like the COVID-19 crisis, which has only deepened their scepticism towards traditional workplace structures.

The Pandemic Reset Our Relationship with Work

The pandemic was a global wake-up call. It shattered long-held notions about work. Overnight, jobs disappeared, leaders made heart-wrenching decisions, and the fragility of the workplace became painfully clear. For many, this triggered a reset, bringing priorities back to survival.

But as the world began to recover, a different realisation took hold. Employees—particularly younger ones—started asking deeper, more personal questions: Why am I working? Is my effort valued? Can I trust my organisation to stand by me during hard times?

This shift in mindset isn’t laziness or disengagement—it’s caution. Gen Z’s hesitancy to dive headfirst into work reflects a desire to find meaning and authenticity. They’re not unwilling to work; they simply refuse to invest in organisations that don’t align with their values.

I’ve seen this in every generation: when people succeed in their efforts, they feel accomplished and focused. That success brings with it a sense of satisfaction that’s substantial enough to eliminate the need for constant external validation. It lasts—so long as the environment supports their growth.

The Growing Divide Between Technology and Humanity

Amidst all this, organisations are rapidly adopting automation, artificial intelligence, and remote systems. While these tools undoubtedly boost efficiency, they risk stripping away the human connection that employees value most.

Leaders often lean heavily on technology, convinced it can solve all problems. But this raises critical questions: What happens when systems fail? How do we preserve trust when processes become faceless and transactional?

The answer isn’t to choose between humans and machines but to create a thoughtful balance. Automation can simplify tasks, but it can’t replicate the trust, empathy, and authenticity employees crave.

Rebuilding Trust and Belonging in the Workplace

Today’s challenges demand a new kind of leadership—one that acknowledges how the world has changed and adapts accordingly. Employees want to feel seen, heard, and inspired. They’re looking for leaders who display humility, work alongside them, and stand resilient even in the face of uncertainty.

This isn’t easy. It requires looking beyond traditional management approaches and creating workplaces where belonging isn’t just a buzzword, but a genuine reality.

The Leaders Who Will Shape the Future

At the core of this lies a vital question for every leader: Are you willing to evolve?

The future workplace has no room for rigid egos or outdated hierarchies. It demands curiosity, openness, and the courage to admit, “I don’t know it all.”

This brings me to my final thought. If you, as a leader, are ready to embrace this challenge, my book, Stop the Burnout, could serve as a guide. It’s not available online—this was a deliberate choice. Requesting it isn’t just an act of curiosity; it’s a moment of humility. It’s a signal that you’re ready to learn, grow, and lead in a way that aligns with the needs of today’s workforce.

This is the kind of leadership the world needs now more than ever.

The future is calling. Will you answer?

Request a free copy at contact@stratacom.in