Gen Z Managers & Intergenerational Misalignment: What’s Really Going On?

Rethinking leadership, expectations, and communication in a multi-generational workplace

Gen Z are beginning to move into management roles, and this promises to reshape workplace culture. Organisations are experiencing a profound generational shift - one that I write and speak about a lot - and it’s a shift that’s revealing just how misaligned expectations can be across age groups. In a recent #FromXtoZ podcast episode I chatted with my co-host Danielle Farage about some of truths, challenges and opportunities that a generational shift in management can bring. Here are some of the main talking points…

1. Communication Breakdown Is the Core Problem

When experienced HR leaders express confusion or frustration with young leaders, it usually comes down to communication style - not just what’s being said, but how, when, and why it’s communicated. Even HR Business Partners often aren’t sure how to support the young managers reporting to them. But this isn't just a Gen Z issue - it’s a systems and support problem. And one that should be addressed by open listening sessions where everyone can be heard, misalignments can be resolved, and shared understanding achieved

2. Culture Over Hustle: Invest Time in Relationships

Gen Z tends to prioritise workplace culture, inclusion, and psychological safety over traditional metrics of productivity. Rather than interpreting this as a lack of work ethic, organisations need to see this for what it is - a shift in values.

There’s now a great opportunity to reinvest the time saved by automation and AI into building human connection. Simple acts - like talking to colleagues about things not related to work - can strengthen teams and help foster better understanding.

3. Perception vs. Reality: Gen Z Doesn’t Want “Too Much, Too Fast”

The lingering stereotype persists - that Gen Z wants promotion and progress without paying their dues. But what Gen Z is really asking for is recognition of what they do know - especially their technology fluency, adaptability and creativity - and a voice in the organisation.

This doesn’t mean disregarding experience. It means rethinking what “earned” respect looks like in a fast-changing environment where expertise is evolving quickly. Previous notions of where knowledge and wisdom resides in the organisation need to be overhauled. 

4. It’s Not Pandering - It’s Investing in the Future Workforce

Some more experienced employees feel that adapting to Gen Z’s expectations is a form of indulgence. But when we dig deeper, many of the things Gen Z advocates for - like salary transparency - benefit everyone. While some in senior leadership might resist these shifts, they represent a broader evolution in workplace norms.

Rather than seeing this as generational coddling, it’s more productive to frame it as long-term risk mitigation and cultural investment.

5. Gen X is Feeling the Tension Too

This isn’t just about Gen Z. Gen X - who are often now dubbed as the “forgotten generation” - is grappling with its own workplace identity crisis. Sandwiched between Boomers who aren’t retiring and the more tech-savvy Gen Z, Gen X often have caring responsibilities for boomer relatives, and still need to work instead of retiring. And create their own place in the business else they may face questions of relevance.

They may be unsure how to advise younger employees in a world where traditional career paths have vanished, and where AI is changing roles faster than mentorship models can keep up.

6. Hierarchies Are Flattening - But Support Still Matters

With the rise of project-based work, fractional roles, and anti-leadership sentiments among younger workers, traditional hierarchies are losing relevance. Many Gen Z professionals don’t aspire to management; they seek flexibility, autonomy, and purpose, and an opportunity to forge their own path doing what they are most interested in.

That said, there’s still immense value in cross-generational exchange - and just not in the old top-down mentorship model. Peer-to-peer upskilling and mutual learning (eg think Gen Z sharing knowledge on technology and Gen X sharing knowledge on strategy) could become the new norm - but only if framed authentically.

7. Reframing “Learn From Me” to “Let’s Build Together”

One critical insight is that younger employees might not be interested in advice framed around corporate politics or ladder climbing. This doesn't mean they’re unwilling to learn - it means they want advice on what’s relevant to them.

Rather than positioning Gen X as gatekeepers to outdated systems, there's an opportunity for Gen Z to see them as collaborators in navigating an undefined future. Skills like execution, adaptability, and planning remain vital - but they must be shared through partnership, not hierarchy.

It’s Time to Redesign, Not Reconcile

This isn’t a generational war - it’s a systems challenge. The old templates for leadership, progression, and collaboration are being redefined. Gen Z managers aren’t broken, and Gen X mentors aren’t obsolete. But our ways of working - and how we relate across age and experience - need a serious refresh.

Organisations that invest in intergenerational dialogue, flexible growth models, and cultural clarity will not only survive this shift—they’ll thrive because of it.

You can check out the full conversation with Danielle here - https://www.youtube.com/watch?v=Ho2oV37OQaM