Let me begin by acknowledging that using ‘Generation Z’ as a blanket term is an oversimplification. I use it not to stereotype individuals, but to discuss a broader shift in workplace dynamics – specifically referring to those who began their careers in a post-pandemic world, having completed their education during the “hands, face, space” era.
These newcomers to the UK workforce approach work differently than their predecessors. Their 9-to-5 job is exactly that – a job, not their entire identity. According to McKinsey, 77% of Generation Z prioritises work-life balance, marking a significant shift in workplace values. They complete their tasks, but with clear boundaries and on their own terms.
This creates tension with current leadership, particularly in communications agencies where account management and other senior positions are predominantly held by millennials. These are the people in charge of making sure the right work is being done on the client accounts and that all deliverables are being met, if not exceeded. Most conform to the “agency life is about juggling multiple plates at the same time – and doing it well” mind set – often working beyond core hours to continuously over-deliver. Clients have also come to anticipate this level of service, and client KPI’s every year get increasingly complex, with what was once considered a ‘reach goal’ now added to yearly plans as expectations to be met.
Un(?)fortunately, my brain is also wired like the above and I have often been frustrated by this not being a natural way of life for the more junior members of my teams. After much grumbling, I’ve now realised that perhaps it’s time for us to adapt rather than resist this change. This isn’t about lowering standards or reducing deliverables. Instead, it’s about reconsidering expectations and timelines, and where flexibility isn’t possible, embracing technological solutions.
This approach aligns naturally with Generation Z’s experience. They’ve grown up in a world where technological advancement and disruption are the norm, not the exception. Their adaptability to change and technological fluency are valuable assets we should leverage. Why not use AI to handle routine tasks, freeing up team members to focus on work where they can add unique value?
The time has come to break traditional moulds and establish new norms. Different doesn’t necessarily mean inferior – it might just be the evolution our workplace needs. By embracing new working styles, we can leverage all generations’ strengths while maintaining quality.
Consider this: Could the resistance to change say more about our own ingrained habits than about the effectiveness of new working styles? Perhaps the key to future success lies not in enforcing traditional approaches but in finding innovative ways to achieve our goals. After all, the measure of good work should be its outcome, not the path taken to achieve it.
The workplace is evolving, and with it, our approach to management must too. By embracing change and adapting our expectations, we can create a more sustainable and effective work environment that benefits everyone – clients, employees, and businesses alike.
Connect with Maria Chawla on LinkedIn.
Maria was awarded a place on The Xec. leadership scheme for UK-based Black, Asian, Mixed Race and Ethnic Minority PR and comms pros. She is being mentored by powerhouse Isobel Bradshaw, Director, Media Relations, Visa Europe
