From resistance to results: work with Gen Z, not against them

by Margaret Light, MA, LMFT, CST

LAS VEGAS – December 16, 2025 – Born between 1995-2012, Gen Z currently ranges in age from 13 to 30. With a population of 75.9 million, they account for 23% of the population and are both the largest and most diverse generation in the U.S. to date. 

These are the employees just entering the workforce and will continue to do so for roughly the next decade. They are early in their careers, and their professional identities are not yet established.

Between increased individualism and unprecedented technological advancements, Gen Z is coming of age in an era that looks very different socially, politically, and culturally from previous generations. Inevitably, this has created friction between the generations and, here’s the bad news, some of that conflict will not be easily resolved. 

The good news is that no matter how intractable those differences may appear, effective management of Gen Z is both possible and attainable. 

The trap managers fall into when faced with generational change is spending their time and energy focused on how their Gen Z employees “should” be different, rather than accepting the fact that generational change is completely outside of their control. In this way, managers fight what is – rather than learning how to interact with it effectively. 

Alternatively, managers can create better outcomes with their Gen Z employees by seeking to understand recent generational changes and then focusing on developing management strategies that work with, rather than against, those changes.

Change #1: Gen Z is delaying adulthood

By twelfth grade, fewer Gen Z’ers have obtained their driver’s license, worked for pay, or dated than in any previous generation. They have been subject to increased adult supervision and endorse significantly less interest in taking risks or engaging in activities they consider dangerous. 

While these changes are inherently personal, they inevitably impact workplace performance as those early experiences helped former generations build the skills necessary to perform well at work.

Early job experiences taught basic workplace expectations such as showing up to work on time, meeting deadlines, and tolerating unpleasant tasks. Navigating a romantic relationship taught conflict resolution and communication skills, and obtaining a driver’s license created opportunities to practice quick decision-making and rule following.

Solution #1: Support Gen Z’s professional development by supporting their personal development

Shaming, criticizing, or insisting Gen Z employees “know better” does nothing to help them develop the skills they need to succeed. Instead, give them the benefit of the doubt and assume they genuinely may not have the skill in question. 

Then, focus on providing workplace structure and clear expectations using “empathetic accountability.”  Empathetic accountability involves holding both understanding and professional boundaries simultaneously:

“I understand you weren’t late on purpose and when you are late, it creates additional work for your co-workers. I need you to be on time for your shifts.”  

Next, adjust, without erasing, your expectations. Keep the end goal in mind while remembering many developmental issues require repeated intervention. 

Keep practicing empathetic accountability and, if there’s zero movement towards improvement, involve them in problem solving their own developmental needs:

“I’ve noticed we’ve been talking a lot about you being on time for your shifts. What do you think would help you be on time more often?”  

Finally, highlight the benefits of developing the skill in question:

“When you show up on time, it will make your shift feel less pressured and help you enjoy being at work more.”

Change #2: Gen Z values emotional safety as much as physical safety

Having grown up with social media being one of their primary modes of communication, Gen Z is laser-focused on language and speech. Specifically, Gen Z views speech as an act that can cause as much harm as direct physical aggression. 

To their credit, this isn’t entirely off base. Mass shooters and other perpetrators of violence have utilized online platforms to justify and sensationalize their violent beliefs and subsequent acts. 

Peer and youth bullying no longer ends when someone leaves school, leading some youth to suicide. Efforts to prevent these events focus on teaching youth to “speak up” or “say something” when faced with upsetting statements.

Solution #2: Modernize workplace expectations for interpersonal and behavioral conduct

Disagreeing with Gen Z’s concerns about emotional safety does nothing to change or lessen their concerns and can paradoxically serve as confirmation that their concerns are real and valid. This response also increases the risk they will report upsetting conduct online, to monitoring organizations, or a lawyer. 

Instead, managers are better off finding ways to demonstrate that workplace safety is taken seriously, both physically and emotionally. First, update your code of conduct and workplace expectations to reflect changing social norms and standards of professional conduct. 

Second, when shared, acknowledge safety related concerns without minimizing, denying, or dismissing them:

“I understand you felt embarrassed and anxious when your co-worker played that prank on you. I certainly don’t want anyone here to feel unsafe.”  

Third, make Gen Z’s value of safety work for you by using it to frame feedback:

“I’m addressing this because I want to make sure this is a safe environment.”

Change #3: Gen Z prioritizes authenticity, inclusion, and self-expression

Culturally, the U.S. has always leaned individualistic. Our long-term cultural values of freedom, independence, and equality, our foundational beliefs regarding the inalienable rights of the individual, and the social upheaval that led to the civil rights movements are all examples of individualism and subsequent expression from previous generations.

This makes Gen Z’s prioritization of authenticity and inclusion more of a generational advancement than a significant change. As individualism has continued to grow and expand over time, it’s taken new forms. Simply put, authenticity and inclusion is Gen Z’s “flavor” of individualism and self-expression is how they put it into action.

Solution #3: Help them develop professional authenticity

Gen Z is well versed in personal authenticity and self-expression, not professional. Telling them the workplace is not the place for authenticity or self-expression is a losing battle. Instead, reframe work as an opportunity for them to develop professional authenticity. 

In this context, professional authenticity means bringing their whole selves to work in a way that benefits their customers, their co-workers, and the workplace overall. This process includes helping them learn what professional self-expression looks and sounds like. It also includes helping them differentiate between “personal selves” and “professional selves.”  

Their personal selves don’t cease to exist when they come to work, they just might need to let their professional selves take the lead. When confronted with an upset customer, their personal self might think “You’re rude, you can’t talk to me like that” whereas their professional self might say “I understand you’re angry, and I need you to stop yelling at me so we can resolve this issue.”  

The focus is on differentiating between inside thoughts and external statements. Side note- this is a good skill for managers frustrated with their employees also!

Change #4: Gen Z is skeptical of the need for leaders

Between increases in individualism, changes in social norms, and rapid technological advances, Gen Z truly is more informed and adept at navigating select modern issues than previous generations. As such, they do not assume their bosses know more than them, making them less likely to simply accept orders. Instead, they expect to be treated equally and to be included in decision-making processes, even as it relates to business operations.

Solution #4: Incorporate collaboration into your management style

Start by redefining leadership as an opportunity to provide guidance, mentorship, and working towards a shared goal rather than giving orders or telling someone what to do. This equates to having power to support the learning, development, and performance of young employees, rather than having power over them or their professional outcomes. 

Start by utilizing coaching and curiosity over command. Ask questions to understand first, then give feedback second. 

Utilize “indirect directness” to lessen reactivity to direct feedback:

“Have you thought about trying….?,” or “I wonder what would happen if…..?.”  

Actively seek their feedback then highlight changes based upon that feedback. The key is to make that process explicit:

“Based upon the feedback I’ve received from you, let’s try _______ instead.”  

The benefit is if they’re hesitant about the change, you get to lean into your history of being open to feedback:

“I understand you’re unsure about this. Let’s try it and then in a couple of weeks, I’ll ask you how it’s going. Just like before, I want to know what you think as we move forward.”

Final thoughts

For some, effective management of Gen Z looks like a lot of unasked for change. There’s truth in that. Management frequently involves adapting and responding to challenges. Resilient managers find a way to embrace those challenges and see the benefits in them. 

Every challenge becomes an opportunity to learn and develop new skills, discover new possibilities, and create better outcomes. If the goal is for employees to face the challenges of their roles, don’t managers need to do the same?

About the author: Margaret Light, MA, LMFT, CST is a licensed marriage & family therapist in Minnesota and Wisconsin. She is the proprietor of Equilibrium Therapy Services and offers dedicated therapy services to automotive professionals.

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Note: The views expressed here are the author’s alone and may not reflect those of AAPEX. Members of the AAPEX community are welcome to pitch non-promotional guest posts. AAPEX does not guarantee placement and reserves the right to refuse or edit submissions. Guest posts are selected solely based on serving the interests of the automotive aftermarket. Send pitches to [email protected]. 

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