Career - Why a brigadier general is defending Generation Z
Complaints about the so-called Generation Z are heard on all fronts. However, Brigadier General Michael Matz disagrees. The commander of the Infantry School of the Bundeswehr, where the next leadership cadres are trained, has different experiences with young people born between 1997 and 2012. "I observe: They are not what we believe they are," Matz says.
Performance-ready and not constantly looking at fixed working hours – this is how the highly decorated Brigadier General experiences Generation Z in everyday life. At least for those who have made it that far. But it is precisely this promotion of the next leadership cohort that matters, Matz believes.
Dealing with Generation Z?
Managers should therefore be cautious about making sweeping judgments about young workers, Matz explains. He is not a big fan of labeling people by generation. "I see very clearly the individual, with their personal background, strengths, and weaknesses," the Brigadier General emphasizes.
However, this readiness is often lacking in companies when it comes to the youth, criticizes Jo Dietrich. He is a co-founder of the Swiss agency Zeam, which specializes in dealing with Generation Z. A representative survey by Zeam and YouGov revealed that 60% of Germany's young workers are ready to take on more responsibility, Dietrich reports: "Concretely, they want to take on leadership responsibility, bring in their own ideas, and implement their own projects."
However, many young workers feel stifled instead. A survey by the market research company Appinio showed, according to Dietrich, that every fourth German employee from Generation Z feels disregarded at work solely based on their age. The frustration on both sides is due to an unusual reversal of power relations. "Historically speaking, we have always equated age and competence," explains Dietrich. But through digitalization, this equation no longer applies.
"It could be that a younger person has significantly more experience and thus competence in perhaps the most important topic of today's economy – but is not allowed to make decisions due to their age," Dietrich says. He warns: Artificial intelligence will make the situation even worse. Therefore, it is especially important for companies to engage Generation Z now.
Clear Goals, Own Ways
For Matz, this means above all giving young people role models. Timeless values and norms of good leadership must be lived out, the Brigadier General also demands from managers in the free economy. At the same time, future decision-makers must be given the freedom to find their own ways to the set goals. "The generation of military leaders that is growing up now will do things differently than we did. That's how it should be," Matz says. And he does not exclude: Maybe the young people do it even better.
The massive personnel shortage and demographic change are contributing to the fact that it is particularly important on the labor market right now and is causing a lot of concern about the youth's power position. "Generation Z does not want and must not work the way their parents did," Dietrich concludes. He shows understanding for older colleagues who are disturbed by "the" youth.
When Baby Boomers entered the job market back then, the situation was different and such behavior from newcomers was unthinkable, he says. Therefore, it is hard for older employees to understand why young people demand so much before they deliver, leading to frictions.
To win over Generation Z for a company, Dietrich gives managers these three pieces of advice:
- Involve young talents in decision-making
- Listen to their proposals and ideas
- Delegate responsibility to them
Preparing and inspiring young employees for leadership roles and keeping them engaged is in the best interest of the company, as the expert emphasizes. "I see leadership as being responsible for developing the next generation where we need them, as the Baby Boomers leave the labor market," he stresses. "In my opinion, that is the real problem we face regarding generations."
However, the reverse is also true, and the younger generation must be open to learning from older colleagues. Their experience should not be disregarded, Dietrich warns against youthful arrogance. Although he is the oldest employee at our 30-person company at 27 years old, we work with many experienced mentors, the company CEO reports.
The German Armed Forces might benefit from understanding Gen Z's potential, as Brigadier General Matz points out that young individuals from this generation show performance readiness and eagerness for leadership roles within the armed forces. In the labor market, it's crucial for companies to engage with Gen Z, as Jo Dietrich of Zeam and YouGov suggests, as 60% of young workers are ready to take on more responsibility and lead projects.
