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.
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.