Are you acknowledging individualism and that every person is unique in your organization? Or are you prioritizing the success of the group as a whole? Both can serve you and your company if you find the right balance.

Gen Z and young millennials take into consideration meaning, value, and impact to measure job satisfaction. So here comes a challenge. How can you as an organizational leader give autonomy and deeper purpose in an entry-level job?

Sometimes a conversation and a few quality questions can be the simple solution to GenZs’ stress and overwhelm. As a leader, how much are you asking as opposed to telling?

Research has shown that GenZers are stressed about finance and job stability. As an organization or human resource manager, you are of course not expected to step in and solve their problems. But what you can do, is help them understand their situation – without catastrophizing and distorting – so they can take informed action themselves.

Imposter Syndrome. Most of us have experienced it at least once in our careers and not only does it feel bad to us, but it’s also not helpful for organizations and their success.

Work, work, work. It’s not a surprise around 68% of GenZs feel very stressed on the job, with all the deadlines and high speed of execution required in business-driven enterprises. Being used to set high standards for themselves, it’s hard for them to know when to stop, when to take a break.

GenZers care. They are activists. They stand for something. And they believe in themselves. If you think “they are stubborn”, it might be difficult to manage and work with young employees.

Our biggest mistake as GenX leaders is to generalize our preconceived notions about GenZers. But no one is the same. So lead with curiosity and start by asking "What matters to them?" instead of "What's the matter with them"