why ‘Gen z’ do not want to become managers at work…
I remember some 20 years ago, when I started my position in a London, recruitment firm, I felt really proud to have been the first person hired externally in as a Manager. The title, to me, came with a level of kudos and implied success. It was my first time, taking on a managerial role, taking on responsibility for the development of a small team of 4 recruitment consultants and, if I’m honest, it wasn’t exactly as I had imagined it. And, it makes it even harder if you end up inheriting people from a previous team, ones that you had no prior involvement in hiring, often having to rectify and mop up issues left over from the previous incumbent’s managerial approach.
Even with the excellent managerial training I received, people are complicated. They come with a whole host of baggage. Gen Z, who are people born between 1996 and 2010, went through some of their toughest life challenges when Covid hit and are still recovering from the ripple effects of the pandemic. On top of that, not everyone has the same work ethic, nor do they have the same desire to climb to the top and now even Gen Z have identified that managing teams of people equates to stress and for not that much greater financial reward. Instead, preserving one’s mental health and being able to switch off when you get home, has become many people’s primary objective when choosing a job. So, it’s really no surprise that most GenZ employees, those who are now working and approx 25 years of age, have no interest in stepping into the role of a Manager.
Peter, the CEO of Kick Resume sent through some interesting facts in an email I received a couple of weeks ago outlining some key reasons as to why this is the case:
· 72% said they’d prefer to take an individual career path—focusing on personal growth and skill-building rather than a management role.
· 69% of Gen Z respondents say being a middle manager is too high stress and too low reward.
· Other factors mentioned were limited decision-making power (18%) & reduced personal growth (11%). *
So, like Peter, who asked a series of his employees “would you like to manage a team in the future and if not, why not?” I asked a number of my Gen Z Career Coaching clients their thoughts and this is what they said…
Aiden, 23, Marketing Coordinator “I don’t want a manager role because it would mean spending less time on the creative side of my work. Right now, I get to focus on design and content, but as a manager, I’d be tied up with meetings and admin tasks. I’d rather be in a role where I can create, not just manage others.”
Sophie, 25, Data Analyst “I enjoy collaborating with my team, but I don’t see myself managing people. The pressure to constantly motivate and evaluate others just doesn’t appeal to me. I prefer roles where I can focus on solving complex data problems without the extra responsibility of managing people’s work and careers.”
Maya, 22, HR Coordinator “A manager role means more work-life imbalance, and that’s not something I’m willing to give up right now. I’ve seen my manager deal with late nights and weekend emails, and that’s just not the lifestyle I want. I’d rather stay in a supportive role where I can work regular hours.”
Although these are just a few of the answers I collated, like Peter, the majority of my clients said they wouldn’t want a managerial role even though a few implied that they may reconsider once they have proved themselves at work and have gained more experience. So this may also be tied into needing to feel confident in a managerial position first before taking on the extra challenge? Which, let’s face it, is pretty normal and sensible, especially if you are going to be responsible for other people’s careers.
So why is this a problem? For organisations they need people to want to step up and lead teams. Having someone to delegate tasks, go to in times of crisis and chaos, to learn from and guide you is an invaluable type of support for someone wanting to progress in their career. Without leadership it makes it difficult to achieve goals and grow teams – does it not? Or should businesses adapt and change the traditional hierarchical company structure and opt for a more modern day approach?
Here are some thoughts and strategies on how businesses could motivate and retain valuable Gen Z employees:
1. Offer Non-Management Career Paths
Individual Contributor Tracks: Create career progression pathways that don't rely on managing teams but instead allow employees to deepen their expertise in a specific area, such as becoming a senior specialist, expert, or consultant.
Mentorship Roles: Instead of traditional management, allow employees to take on mentorship or coaching roles where they can guide and support less experienced colleagues without being directly responsible for their performance or a team’s output.
Cross-Functional Teams: Engage Gen Z in projects where they can contribute to different departments or areas of expertise. This can enhance their sense of purpose, skill set by adding variety to their usual work load.
2. Create a Flexible Work Environment
Remote and Hybrid Work: Gen Z values flexibility in terms of both when and where they work. Offering flexible work arrangements or hybrid models can make a job more appealing without the need for traditional office-based management.
Autonomy and Empowerment: Provide opportunities for employees to take ownership of their projects and tasks. This fosters a sense of responsibility without requiring team management roles. Employees who have more control over their day-to-day work may be more engaged and productive.
3. Emphasize Skill Development and Continuous Learning
Learning & Development Programs: Gen Z tends to prioritise personal growth and development over traditional hierarchical career paths. Offering opportunities for continuous learning, whether through online courses, certifications, or workshops, can keep employees engaged and motivated without forcing them into a managerial track.
Specialised Training: Provide access to training in technical or leadership skills that are not related to team management. This could include skills like data analysis, project management, or design thinking, which are valued by Gen Z but do not require overseeing teams.
4. Foster a Collaborative Culture
Teamwork Over Management: Rather than focusing on traditional hierarchical team structures, encourage collaboration where team members contribute equally without formalised management. Use Agile or project-based work environments where the focus is on collective output rather than individual authority.
Flattened Hierarchies: Gen Z often values flatter organisational structures where there is less emphasis on top-down authority. Implementing this can foster a sense of shared responsibility, where employees are encouraged to take initiative, lead by influence, and be accountable for their contributions without being managers.
5. Provide Purposeful and Impactful Work
Social Responsibility: Many Gen Z employees are motivated by work that aligns with their values, particularly when it comes to sustainability, diversity and social impact. Employers can offer roles that allow Gen Z to contribute to initiatives that have a positive societal impact, which may reduce the emphasis on traditional career progression.
Project Ownership: Instead of offering management roles, offer opportunities for employees to own projects from start to finish. This enables them to demonstrate leadership in a non-managerial capacity, by driving results and influencing others through collaboration.
6. Offer Flexible Incentives and Benefits
Personalised Incentives: Rather than offering promotions or raises linked to taking on team management roles, offer incentives based on individual achievements, skill acquisition, or innovative contributions to the organisation.
Work-Life Balance: Prioritise benefits that support mental and physical health, such as flexible hours, wellness programs, or paid time off for personal development. This reinforces Gen Z's desire for a balanced lifestyle.
7. Use Technology to Facilitate Efficient Work
Collaboration Tools: Make use of digital tools and platforms that allow employees to work together efficiently, share knowledge, and collaborate without the need for structured, formal management. Tools like Slack, Asana, or Microsoft Teams can streamline communication and task management.
AI and Automation: Leverage AI and automation technologies to reduce administrative overhead. This can allow employees to focus on higher-level tasks and creative work, without the burden of traditional team management duties.
8. Encourage Entrepreneurial Mindsets
Intrapreneurship Opportunities: Encourage Gen Z employees to think like entrepreneurs within the organisation. Provide them with the autonomy to develop new ideas, products, or services. This can be a motivating factor for employees who seek the challenges of leadership without the formal responsibility of managing people.
Innovation Challenges: Set up internal innovation challenges or hackathons where Gen Z employees can lead teams or contribute ideas, but without traditional management responsibilities. This satisfies their desire for autonomy and impact while maintaining flexibility.
9. Regular Feedback and Recognition
Frequent Check-Ins: Gen Z appreciates feedback and recognition. Regular one-on-one meetings or feedback sessions where employees feel supported and acknowledged for their contributions can help them feel valued without the stress of a formal leadership position.
Peer Recognition: Implement peer-to-peer recognition programs where employees can acknowledge each other’s efforts. This can foster a positive work environment, improve collaborative projects and make employees feel appreciated. **
As someone who spent decades navigating the rigid hierarchies of traditional business structures, I can’t help but reflect on how much the landscape has changed. For years, I believed that the only way to succeed and grow within a company was by climbing the management ladder. But as I watch Gen Z enter the workforce, it’s clear that their approach is not just different—it’s refreshingly forward-thinking. Their reluctance to pursue traditional management roles challenges long-held beliefs about career progression, and in many ways, this new direction may be better for businesses. Gen Z values autonomy, purpose, and the opportunity to specialize in areas that align with their passions. These employees bring fresh perspectives, creativity, and a collaborative spirit that can drive innovation in ways that traditional management might stifle. By embracing this shift, companies can build more agile, adaptive teams that thrive on skill development and collective leadership rather than rigid hierarchies. This, I’ve realized, isn’t just about changing how we view career progression—it’s about reimagining how we work together to create something greater than the sum of its parts.
Resources:
*Email from Peter at Kickresume “Gen Z are burning down the career ladder”
**Chat GPT suggestions