HBR IdeaCast: How to Manage—and Motivate—Gen Z

Date: December 30, 2025
Host: Alison Beard (Harvard Business Review)
Guest: Tim Elmore, author of "The Future Begins with Z: Nine Strategies to Lead Generation Z as They Disrupt the Workplace"

Episode Overview

This episode explores the challenge and opportunity of managing Generation Z (born 1997–2012) in the workplace. Guest Tim Elmore, an expert on generational dynamics and author, argues that while Gen Z is often stereotyped as fragile or entitled, their unique upbringing as digital natives means they bring crucial skills, perspectives, and expectations to organizations. The conversation offers insights and practical strategies for leaders seeking to motivate, engage, and retain Gen Z talent—emphasizing connection, flexibility, and mutual understanding.

Key Discussion Points & Insights

How Gen Z Differs—and How It's the Same

• Life Stage vs. Generational Differences

  • Gen Z, like all young people, undergoes a formative period, but current cultural and technological shifts make the gap between them and older generations more pronounced than before (02:13).
  • “People develop a little bit like wet cement... I do think we're facing a little bit a greater difference right now. There's a greater sense of agency that young professionals bring with them and a greater sense of anxiety...” — Tim Elmore (02:13)

• Agency and Anxiety: The Twin Forces

  • Gen Z enters the workplace with more knowledge and confidence, especially in technology, but also with deeper anxiety, partially due to social changes and pandemic disruptions.
  • “The age of authority is decreasing. Young people are coming in knowing stuff that the boss may not know... But the age of maturity is going up socially and emotionally. And the pandemic didn't help us. They're a little bit behind former generations at their age. I've lost count of the number of employers that have said to me, 26 is the new 18.” — Tim Elmore (03:25)

Stereotypes & Organizational Challenges

• Stereotypes Don’t Tell the Whole Story

  • Gen Z is sometimes seen as “arrogant” or “lacking work ethic,” but these behaviors may stem from genuine enthusiasm or external circumstances, not entitlement (05:28–08:58).
  • Story: Tim recounts Colin Webb, a Gen Zer whose innovative suggestions at General Motors were dismissed due to hierarchy, leading him to leave and become a successful entrepreneur—a story illustrating both Gen Z’s initiative and the risk of ignoring their input (05:31–07:31).

• Connection Over Control

  • Where older generations valued positional authority, Gen Z values connection as the basis for influence.
  • “Gen Z would come in assuming your connection gives you the right to influence... I need to stop thinking gatekeeper... and start thinking guide. Let me be a Sherpa guide as we walk up this mountain.” — Tim Elmore (09:21–10:14)

• They Want a Voice—From Day One

  • Gen Z expects to contribute ideas and participate immediately, rather than waiting for years to “earn” their voice (10:17).

Why Invest in Gen Z?

• Cultural Intuition & Innovation

  • Gen Zers have strong instincts about social trends, technology, and future consumers, making them invaluable for innovation.
  • “I have discovered that Generation Z is the sandpaper on my leadership I did not know I needed... They don’t put up with the BS” — Tim Elmore (11:41–11:56)

• High Expectations & High Belief

  • Managers who believe in Gen Z and have high expectations can tap into “gold” and foster loyalty and performance.
  • “When I begin with high expectation, high belief, I'm going to find some gold.” — Tim Elmore (11:56)

Practical Strategies for Attracting, Onboarding & Retaining Gen Z

1. Make the Organization Attractive

• Focus on the individual’s development and interests during recruitment and onboarding.

  • Example: Orange Leaf Frozen Yogurt adjusted their onboarding to nurture employee goals, resulting in longer retention (12:51–14:40).

• “What if you treated us like currency, not commodities?” — Gen Z focus group participant (14:18)

2. Interviewing with “PERKS”

Elmore’s “PERKS” acronym for effective interviews:

• Preferences – What do they want out of this job?
• Expectations – What do they expect from the company?
• Requirements – What do they think is non-negotiable?
• Keys to their heart – What motivates or excites them?
• Salary – Discuss clearly, as assumptions can differ (15:35–18:42).

3. Delivering Feedback: “ALEG” Model

Tim Elmore’s “ALEG” process for feedback:

• Ask – Begin with questions to show you value their perspective.
• Listen – Make them feel heard.
• Empathize – Show understanding and care for their situation.
• Guide – Offer constructive direction after building trust and rapport (19:16–21:18).

4. Managing Expectations About Advancement

• Use metaphors (e.g., “crock pot vs. microwave” careers) to contextualize the slow build of success, aiming to recalibrate expectations for immediate promotions (22:07–22:55).

5. Mental Health & Work-Life Balance

• Gen Z is transparent about needing mental health days, partly in reaction to seeing previous generations overworking.
• The key is to address absence empathetically while explaining how it affects the team and aligning individual and collective needs (23:22–26:49).

6. Motivating Gen Z

• Reframe work as something meaningful and potentially fulfilling, akin to a hobby or devotion.
• “What if work did feel like a hobby?... I wanted to be there. I didn’t have to be there.” — Tim Elmore (27:09–28:19)

7. Developing Gen Z Leaders

• Balance the desire for individuality with a sense of belonging; foster ownership of their work and the broader mission (28:23–29:27).

Timestamps of Important Segments

• 02:13 – Gen Z’s unique upbringing and psychological traits
• 05:31–07:31 – Story of Colin Webb at GM (innovation vs. hierarchy)
• 09:21–10:14 – Connection over authority as key to influence
• 12:51–14:40 – Onboarding example (Orange Leaf) and “commodity vs. currency” metaphor
• 15:35–18:42 – The “PERKS” framework for interviewing and onboarding
• 19:16–21:18 – Feedback conversations with the “ALEG” model
• 22:07–22:55 – Adjusting career expectations: “crock pot vs. microwave” metaphor
• 23:22–26:49 – Addressing mental health and attendance issues
• 27:09–28:19 – Motivating through meaningful work (“work as hobby”)
• 28:23–29:27 – Developing leadership and ownership in Gen Z
• 29:53–31:42 – Organizational examples of success (Enterprise, Chick-fil-A) and the importance of relationships

Notable Quotes & Memorable Moments

• On Gen Z’s Agency:
  “26 is the new 18. And that's a little scary...cause we need them to be 26 if they're 26.” — Tim Elmore and Co-host (03:25–04:13)

• On Connection:
  “I need to stop thinking gatekeeper... and start thinking guide. Let me be a Sherpa guide as we walk up this mountain.” — Tim Elmore (09:43)

• On Retention:
  “What if you treated us like currency, not commodities?” — Gen Z focus group participant (14:18)
  “Somebody says, well, what if I invest in them and they leave? Why? I would say, what if you don't and they stay?” — Zig Ziglar, quoted by Tim Elmore (12:14–12:22)

• On Giving Feedback:
  “I've earned it through a bridge I built, not a badge I wear.” — Tim Elmore (20:31)

• On Managing Mental Health Days:
  “It’s not a guilt trip. It's a reality check.” — Tim Elmore (24:15)

• On the Value of Relationships:
  “Everyone is more important than their job. No one is more important than the mission.” — Tim Elmore (31:10)

Examples of Companies Handling Gen Z Well

• Enterprise Car Rental:
  Hires college graduates and puts them on a leadership track, fostering early development and responsibility (29:53).
• Chick-fil-A:
  Focuses on values-based leadership, scholarships, and building belief in young employees (30:15).
• Tim’s Personal Story:
  Support for a team member in crisis led to remarkable loyalty and organizational strength (30:46).

Conclusion

Main Takeaway:
Managing and motivating Gen Z requires a shift from hierarchy and control to connection, guidance, and investment in individual growth. By understanding Gen Z’s unique strengths and anxieties, embracing their perspectives, and building authentic relationships, organizations can unlock their full potential and build more innovative, agile teams.

For leaders, the call is clear: listen, connect, and adjust your leadership style—not just for Gen Z, but for the evolving workplace as a whole.