For Generation Y (born 1981–2000), often called millennials, 9/11 and the Columbine school shooting played a significant role in their formative years. They grew up during the explosion of the internet, social media, and smartphones.
Many of the early members of Generation Z (born 2001–2020) entered the workforce immediately before the COVID-19 pandemic. Experiencing the pandemic so early in their professional lives undoubtedly will shape how they approach the rest of their careers.
I learned a lot by taking the time to understand the behaviors and viewpoints of the various generations.
For others in this generation — those born in the early years of the demographic cohort — COVID-19 impacted their schooling or early childhood experience, and the impact of this will be determined in the years to come.
The newest members of the workforce watched their parents, the oldest generation in the workforce, navigate the workplace, and they either adopted that generation’s characteristics or changed their behavior based on what they observed.
Regardless of the generation, shared pivotal experiences, social trends, and observations of other generations shape how each individual develops as a person and a leader. As one generation leaves the workforce and another begins to emerge, the older generation inevitably has something to say about the newest workers.
When I entered the workforce, I heard comments that my generation (Y) needed constant feedback and lacked work ethic, commitment, and loyalty to their employers. These generalizations didn’t apply to me, and I made it my personal mission to represent Generation Y in a different light.
While on this mission to help my co-workers better understand millennials in the workplace, I also learned a lot by taking the time to understand the behaviors and viewpoints of the various generations.
In contrast to Generation Y, I have found that Generation Z employees are not as systematic in their approach to tasks.
Lessons Learned
Members of Generation Z are unapologetically themselves in the workplace. They often are unfazed by feedback or directives from their direct supervisor, superintendent, or board of education.
Mindy Bradford, assistant superintendent for business and operations at District 181 in Deerfield, Illinois, agrees with this generational difference. Many of her Generation X colleagues began their careers at a time when organizations were very hierarchical, which required them to rely on formal command and control structures rather than on relationship-building to accomplish tasks.
Bradford shares, “Clearly, that is no longer an easy path to success in what has become highly matrixed organizations that rely on interpersonal relationships to accomplish many tasks.”
To navigate the matrixed organization, knowing that collaboration is frequently more effective than hierarchical directive activities, she has learned the importance of building strong relationships with co-workers.
Bradford also recognizes that Generation X has had to learn that issuing directives to complete tasks is no longer acceptable or productive. She reflects that younger generations want to be more involved in understanding why something is being done. I can certainly relate to that statement.
Some of my colleagues of other generations don’t understand my need to understand my tasks from a philosophical and applicable viewpoint. I need to know why I am doing the task. To bridge this generational difference, I explain that my additional questions help me dive into the task at hand.
A fellow millennial, Valerie Varhalla, director of finance at Bloomingdale SD 13 in Illinois, believes that “We are more systematic in our work. We go through the entire process and weigh potential outcomes.”
This generational difference may cause some frustration from time to time in multi-generational teams, yet it is healthy to have team members with varying approaches to complete tasks. In contrast to Generation Y, I have found that Generation Z employees are not as systematic in their approach to tasks. Rather, these employees find ways to work smarter, not harder, to maintain a healthy balance between work and life.
In fact, I suspect that many Gen Z members are prolific users of ChatGPT and other kinds of AI at work and at home; they recognize how AI can make tasks easier when used well.
Generation X and Y employees can learn from Generation Z regarding this strategy. While our work as leaders is still important, nothing is more important than our physical and mental health and maintaining positive relationships with friends and family. Gen Z understands work-life balance.
As we embark on another school year, I am excited to apply the generational lens when collaborating with our multi-generational district leadership team, business office staff, and teachers.
Applying this perspective will undoubtedly help me understand where each colleague is coming from, and it will strengthen our work together by providing various approaches to meeting the staff and students’ needs.