I am an Xer who manages a small but crucial team at my workplace (in an EU country). I had a lady resign last week, and I have another who may be about to resign or I may have to let go due to low engagement. They are both Gen Z. Today it hit me: the five years I’ve been managing this department, the only people I’ve lost have been from Gen Z. Clearly I do not know how to manage Gen Z so that they are happy working here. What can I do? I want them to be as happy as my Millennial team members. One detail that might matter is that my team is spread over three European cities.
Happy to provide any clarification if anyone wants it.
My baby boy, I’m so glad I get to share what’s worked for me.
My younger peeps seem to thrive on mentorship and coaching. If you don’t already do 1-on-1s (even just meeting every 2 weeks), I recommend starting.
During that time, ask each person what their honest career goals are (even if they involve working elsewhere) and then help them gain the skills they’ll need to achieve those career goals. It’s their responsibility to do the work, but you’re the one helping them stay on track towards the things in their life that matter to them.
I’ve helped folks with all sorts of things from time-management to negotiation to coding to project management.
A tool I’ve found invaluable is the book “FYI: For Your Improvement”. It’s basically a manual for helping improve soft skills. I recommend getting an older version that’s cheaper.
Using this philosophy, I’ve only had folks leave my teams because of pay (which is something I don’t control and am constantly in contention with my company about). I’m still in contact with most who’ve left and one if my former peeps even got me a new job one time.
Yeah, this. I lean heavily into coaching, which is specifically helping them apply skills they already have to a problem.
I also draw clear lines between what I can help with and what I need to do for the company, and try my best to display when I am fighting for them and when I cannot. Building trust is a key part of the relationship, and having suspicion that you are two faced kills it dead.
With this and the other things mentioned, I too have only had peopae quit because of money, and in one instance he came to me to ask if he should do so (we talked it out without me giving any advice, just comparing opportunities)
Note:
just like you council people out when they underperform for your org, council people out when they can no longer grow or advance. Those people will also be unhappy over time, and create drag on your whole org. Make opportunites to grow, to grow elswhere in the company, and finally at other companies
Imagine a team lead calling other businesses for opportunities for you because you’ve hit the glass ceiling at your work.
Does that seem impossible? implausible?
For most, yea. Yes it does. Losing a valued member at a company will cost a company, sure. But when that member goes and works for competitors with that experience to tell, your stock amongst peers shoots up 1000%. Reputation like this is from principle, not principals. It’s an earned investment
If youve experienced anything like this, you know how memorable that exp is.
There are few things in life as meaningful as an advocate. And I mean that. Maybe one or two things best it. It’s that important to all life as it is experienced. If the word doesn’t mean much to you - and to most it doesn’t - rethink what you know about it. Refamiliarize yourself with that knowledge sphere. Imagine challanging situations you’ve had in the past. Imagine someone there with you advocating for you. Imagine how that changes a situation. How it couldve changed the outcome. How it would’ve changed you.
Now imagine what it’s like to BE the one advocating for someone else. The relaxed kind of pride when they succeed where they didn’t think they could. The emotional warmth you feel from the fire of their happiness or achievement.
That’s the supervisor to be. That’s the coworker to be. That’s the family to be. That’s the person to be.
Any interaction, be it personal, familial, academic or professional, that isn’t foundationally built from ideation of support, I suggest you remove from your life.
But to surround yourself in support means you’ve also got to be supportive. Hence; my take on advocacy.
Yes, this. Younger millennials and gen z know better than any generation that their success, their boss’s success and the company’s success are three separate things. You’re gonna have to give a shit about their success too, and in a tangible way.
Are you hiring?
Yes but only if you live in Cyprus…
Well, shoot.
I’m actually leaving management to be a sole contributor again :)