5 Leadership Tips for Working with Gen Z—and All Other Generations

A few years ago, I changed my motto from “Setting Goals—Achieving Goals” to “Self-Determined & Effective.” This was partly because I wanted to bring my coaching activities and my therapeutic work under one umbrella. At the same time, I realized that self-determination is the common denominator of countless concerns and the central theme of my work.

However, I have noticed that self-determination can certainly be taken to extremes. Self-determination can easily turn into self-centeredness—a phenomenon just as prevalent in the hustle and bustle of big cities as it is on the global political stage. Part of my work, therefore, is to continually advocate for self-determination in the right measure and within the proper context.

I’m afraid that even Generation Z can easily come across as too self-centered. Demands for 100% remote work, expectations of titles and high salaries, and a confident self-presentation.

However, I have to speak up for the younger generation: First of all, there is no such thing as “Generation Z”; of course, any generalization is highly imprecise. I work with young coachees who deal with their issues very thoughtfully, are very articulate about what’s on their minds, approach the choice of their career steps with great seriousness (in the jungle of countless possibilities—not an enviable situation!), and so on and so forth.

From time to time, I rub my eyes because I often can’t reconcile the discrepancy between their age and their level of reflection. I think we have a generation here that is making many of the things we’ve all long dreamed of a reality: freedom, the ability to work independently. A fulfilling job.

The challenge likely lies more in smoothing out the differences in attitudes and values within the team, making behaviors understandable and aligning them with one another, and creating a microcosm in which diversity truly generates synergy. Below, I actually wanted to compile a few tips that should help make leading Generation Z a little easier. To be honest, these are aspects that also fit well under the heading of “modern leadership” and are therefore a good idea for employees of all generations. The days of “top-down management” are over… and soon, everywhere.

So here are a few leadership tips for dealing with Gen Z—and all other generations:

1. Always Communicate the Purpose and Learning Opportunities
Today, managers should not only define tasks in terms of goals and deadlines, but also make clear how they contribute to the bigger picture: What is the purpose of this task, who benefits from it, and what learning opportunities does it present? Especially when intrinsic motivations such as curiosity are strong, this creates an inner drive that goes far beyond extrinsic incentives.

2. Take participation seriously; don’t just go through the motions
Leadership would do well to enable genuine participation: choices in projects, transparent decision-making processes, and clearly defined areas of responsibility. This constructively addresses intrinsic motivations such as influence and autonomy, rather than leading to resistance against hierarchical “top-down management.” Those who use participation in the right places ensure employee commitment from the outset.

3. Understanding Boundaries as Part of Professional Collaboration
Today, managers should accept that setting boundaries—for example, regarding working hours, constant availability, or mental strain—is not a sign of laziness, but rather a reflection of changing values and healthy self-protection. When there is open discussion about when work can be done effectively and what is realistically achievable, a positive framework emerges that allows employees to exercise a certain degree of autonomy. At the same time, there should be a discussion about the team member’s willingness to actively support the team atmosphere and to be present during working hours in order to facilitate genuine and meaningful interactions with the team and their manager.

4. Actively Fostering Fairness and Psychological Safety
Leaders would do well to consistently model equal treatment, transparent criteria, and a respectful approach to diversity. Leaders have the opportunity to actively discuss values such as diversity and respect with their employees and engage in dialogue with them. An awareness of values in practice and a shared understanding of their significance present an opportunity to shape a functioning microsociety—that is, a community guided by shared values and rules. This serves as a wonderful blueprint for what would also help us as a society as a whole or as a global community!

5. Focus on motivations rather than generational stereotypes
Today, leaders should think less in terms of categories like “Gen Z is …” and pay closer attention to individual motivation profiles, for example, using an ID37 personality analysis. High and low scores on traits such as curiosity, security, influence, or social connections explain behavioral preferences much more precisely than generational generalizations. Managers should create an environment in which employees’ intrinsic motivation can flourish. In this way, they can turn diversity within the team into a true asset. Comprehensive information about ID37 is also available on the ID37 Company’s website.

I know this all sounds easier than it is. Maybe it really is much easier. I’ve had good results using two questions to help the person I’m talking to feel more in control of their own decisions. I ask

1.) What is it like where you want to end up (your vision), and why exactly is it so appealing to you (qualities, values)?
2.) What exactly is the difference compared to the present, and what would be the first step toward that?

You’ve got to try this! Good luck!