The position of senior employees of startups of $ 1.5 billion, training managers on how to work with Gen Z

She says that this new generation of workers differ in that they do not accept the director’s directives of the nominal value. “They want to know why, how they want continuous reactions.” Adams said that the cohesion had to teach managers how to drive this generation of workers, while apparently teaching some “basic things” for younger workers, such as “How can I manage my calendar? You really have to accept the meeting request. You cannot get out of the meeting that you have because you have another one while you are still ongoing.”

Borders and relief

Adams tied a story of a lunch program where a large trainee leader came out, for example his manager was waiting for a successful trainee who just turned into full -time. The trainee explained, “Sorry, I was late, I just had to walk, I was only at a meeting.” The manager was terrified when he learned that the history of lunch had interrupted a commercial meeting, but the trainee said that “he was running a lot”, so it was good to leave the meeting early to eat lunch.

On the one hand, she said that she was “adorable” that the trainee did not realize that a meeting would continue in the rank before the previously agreed lunch date. On the other hand, there is a clear need for some training on both sides here. Managers must explain the conditions for each invitation to their colleagues very openly.

“When I was in my twenties and when I was out of school, I learned a lot of sitting in the cube next to my managers, hearing it and trying people falling from my office,” Adams says. She described a “conflict”, more than part of the leading leaders than the Geen Z, one part of the “transformation of the mind” that comes with the really Gen Z, but “it also turned in an attempt to return people to the office.” I find that other workers resist returning to the office because they had a taste of work from the home and they are … they just want to keep it in this way. “

She added that older workers seem to have difficulty communicating with Gen Z, especially when using different tools throughout the day. “Videos, pants, everything text, fast, fast and fast. They want employees later in his career e -mail messages and data tables.” This is a struggle for Gen Z, which has what you call, “unprecedented to speak on the phone.”

Difficult learning

Adams’s household life has become a soundproof plate for the place of fast work. She raised the example of her older son and the subject of internal training. He equals his position, “I really need to love the job and I need to love the company.” Her first response was the bus: “What do you mean? I was a waitress for many years.”

But she came to see this in her working power, too, and a wonderful transparency compared to the rules of the previous workplace. “They have no problem,” yes, I can’t do it. I walk my dog ​​at that time or have a nail date. She said it is natural that “deleting” information in the workplace, in the days before “bring yourself completely to work”, but her young colleagues are “very transparent with all their ideas and activities.”

Adams found that to work with Gen Z, I had to stay away from the mentality “because I told you that” is a rumor with the old presidents. Instead, the leaders learned to explain “why” the decisions in the workplace and enhance the feeling of the common task. Adams is far from the only workforce expert who sees these patterns in Gen Z and their older colleagues often: they ask “why” a lot and do not like to say things without good interpretations.

Marlowe LoreaDirector of job and technical education and innovative partnerships in Maysa Public Schools in Arizona, It was previously said luck The region of its school is full of the curious Negro Gen. who are wondering about the traditional ways to do things. “Our youth want to know why. Why do I need to go to college? Why do I want to take debts? Why do I want to do these things?” “I told you about this,” Luria said, “because I told you that,” as an explanation that no longer cuts it anymore.

Derik Thomas, the national partner responsible for acquiring university talents in KPMG we, It was previously said luck He also hears the question of “why” a lot. He said he saw a position between General Zires, “Well, you tell me that it would be good for me, but is it really?” The more leaders can prove the reason for something to do, in his experience, the more General Z.

The basics are important

Coming in this issue from another perspective, the leader of human resources Jerry Doris She insists that “stereotypes are difficult” for her: they actively refuse to apply generalizations to different generations at work. As a senior official in JUSTWORKSWhich runs human resources for more than 14,000 small and medium -sized companies, Doris emphasizes the basics of managers. She said luck It believes that viral hunting phrases such as “calm smoking” or “functional embrace” are just the words of a confusing ton that hinder real management.

The cornerstone of Doris’s approach is “not to put assumptions – ASSC”. She stressed the value of data in the forms of participating and analyzes. More importantly, speaking simply to employees, both as groups and individuals, is invaluable for good management. However, Doris admits that its own use of data reflects a major shift towards the task -based work and influence, especially among the Gen Z. from their reconnaissance data in JustWorks – where you notice that pride and mission trends in the eighty -eighth centennial – you see younger workers in particular want to understand “why” their duties. “It is just a table class,” Doris said, and she urges managers to always link daily work to the comprehensive strategy and organizational purpose.

In reference to herself as a bit of postponement, Doris explains that it is the product of the “old school” General Electric Human resource rotation program, which dates back to the 1940s and the dawn of modern management theory. (A lot of this is returned to one man, “the original administration teacher” Peter printerThose who consulted with GE, IBM And other Fortune 500 Blue Chip companies, as it was a pioneer in turning away from the structure of the companies from top to bottom and to a modern structure, with medium management and assignment of responsibilities.)

Doris noticed that she went to both Crotonville is deprived of the famous GE In the Hudson Valley, New York, as well as Deluette The university, and later worked in Groupon When it was one of The fastest growing companies Absolutely, on board 100 people a day. Modern management, Doris, especially in the startup space, confirms many leaders who “had no time to invest in themselves.” (Middle levels managers in the late thirties and early 1940s Recently said luck They received the minimum training, with a few and far -spousing guidance.)

In addition to “training in the leadership of the new manager is very important,” Doris says she feels that leaders are needed to create more “space” for themselves. She said that she believes that new managers often do not reflect enough. They don’t ask themselves, “How did they appear today? What do I want to show?” As Doris continued to talk, she seemed to describe many coherent managers in Adams Jeans.

Tremendous pressure

Adams seemed a note of anxiety, which she says is “frightening and wonderful” to her: the amount of pressure that her colleagues in General Z seen themselves. She said that she focused extensively on the future, and put a set of concerns that remember the thesis of Jonathan Haydt on General Z as the smartphone retreated.Anxiety generation(Adams was not martyred specifically in the book of Heidt, however luck I have already reported the role of the workplace dynamics in The height of the young worker “despair”.))

The CEO CEO said that she sees huge self -pressure to accomplish many things as soon as possible, as the situation is “because I may not want to do this later, by the age of 30.” She described her as, “I want to close everything so that I can determine if I want to marry, and if I want to have children, so I want to deal with the profession as much as possible before that, but I also want to travel and have a lot of balance between work and life.” She said she was thwarted recently when a very successful trainee refused a full -time offer to travel for a year instead. (Adams later made it clear that she was not watching Tijok and she had no awareness of the viral fall. “The Great Lock“So any similarity in her statements was by chance.)

Adams said she sees a lot of anxiety in Gen Z: What will Amnesty International do for their jobs? Will they even have a job? Will they be replaced? “It is like a lot of pressure they put on themselves.” She added that she is different from the millennial generation, although it summarizes their position like, “Well, you have given me a job. When I get the promotion?” She concluded “Gen Z” ready to work hard, “only” in his pace. ”

When asked about the success of this program, Adams cite the internal data that shows the decrease in attrition and a “weekly infusion examination” with the high participation and improvement of grades. She added that cohesion is planning to maintain growth and double the number of trainees next season. This is a real commitment, because cohesion is committed to employing any trainee that proves themselves well. “We really want to teach them, prepare them for success and make them a future employee.

Adams issues an invitation to American companies, saying that 30 % of all workers will be Gen Z by 2030, so “they are the future of our workplace and the organization.” She said: “We must be open and patient and not just we expect to be like us … they think different. I learn from them because the way things go are completely different, and they have a new approach. So we cannot stumble.”