A lot of the younger people I’ve worked with can be incredibly fast. They can sometimes do what used to take eight hours in four, they grasp new tools quickly, and they’re not afraid to experiment. They’re also very clear about wanting work-life balance and taking both physical and mental well-being seriously. I don’t see that as a weakness.
At the same time, speed and experience are not the same thing.
If someone makes mistakes because they haven’t yet developed the experience to see around a problem, I don’t think that should automatically become a “Gen Z problem.” Experience is earned. You make mistakes, you learn, you develop judgment, and eventually you start seeing things before they happen. And people have different strengths. Not everyone wants the same career, the same pace, or even the same definition of success. Some are blunt, some are extremely adaptable, some want to climb quickly, and some simply want to do excellent work while protecting their life outside work.
The leader’s job, I think, is not to make everyone fit the same mould. It is to recognize those differences, give people room to use their strengths, and still be very clear about the standard of work expected.
Thanks so much for this, Shamim. I completely agree, especially on the distinction between speed and experience.
I think that’s such an important part of managing different generations well. It isn’t about lowering the standard or expecting everyone to work in the same way. It’s about understanding the person in front of you, playing to their strengths and still being really clear on what great work looks like.
A lot of the younger people I’ve worked with can be incredibly fast. They can sometimes do what used to take eight hours in four, they grasp new tools quickly, and they’re not afraid to experiment. They’re also very clear about wanting work-life balance and taking both physical and mental well-being seriously. I don’t see that as a weakness.
At the same time, speed and experience are not the same thing.
If someone makes mistakes because they haven’t yet developed the experience to see around a problem, I don’t think that should automatically become a “Gen Z problem.” Experience is earned. You make mistakes, you learn, you develop judgment, and eventually you start seeing things before they happen. And people have different strengths. Not everyone wants the same career, the same pace, or even the same definition of success. Some are blunt, some are extremely adaptable, some want to climb quickly, and some simply want to do excellent work while protecting their life outside work.
The leader’s job, I think, is not to make everyone fit the same mould. It is to recognize those differences, give people room to use their strengths, and still be very clear about the standard of work expected.
Thanks so much for this, Shamim. I completely agree, especially on the distinction between speed and experience.
I think that’s such an important part of managing different generations well. It isn’t about lowering the standard or expecting everyone to work in the same way. It’s about understanding the person in front of you, playing to their strengths and still being really clear on what great work looks like.
Thanks for sharing this!