I’m lucky to work with a largely Gen Z team. This has pushed me to rethink how I manage, how we learn, and how we measure progress. Here’s the rub: Gen Z isn’t a problem to be solved; they’re an advantage to be unlocked if they’ve got the right environment.
Gen Z learn fast, and they’re comfortable questioning the “this is how we’ve always done it” stuff. In our morning stand-ups, I’ll hear: “Why don’t we have one spreadsheet with tabs?” That respectful push saves time and reduces duplication. It’s not defiance but process improvement. They also bring an honest objectivity: Why not like this? Have you thought of that? I value this.
They are clear about boundaries. There are only so many hours in a workday, and they want those hours to count. Yet when the growth is real, they’ll put in the effort through assignments, research, and extra practice because it connects to something they care about.
At Afri Training Institute, we build learning into the work week, not after hours. Every week, we run a 30-minute “teach-back”: each person shares one thing they’ve learned, whether that’s a tool, a shortcut, or a customer insight. Everyone learns something, and nobody burns out trying to study at night. It’s small, consistent, effective and meets my Gen Z team’s needs.
Feedback is private, specific, and frequent. We don’t save everything for an annual review. I sit down monthly (more often if needed) to ask, “How are you doing?” What’s getting in your way? Where do you want to grow next? That keeps people engaged and prevents surprises.
There’s a joke managers tell: “What if we train them and they leave?” The sadder punchline is the truth I’ve seen: If you don’t train them, they stay. The risk isn’t mobility; it’s stagnation. In my experience, if you hit two years without offering a new responsibility, expect a resignation soon after.
A recent example: a team member finished her learnership training and loved quality checking. We redesigned her role around that strength and raised her pay because feeling valued isn’t optional. She responded with better reporting and tighter controls almost immediately. Role-crafting plus fair compensation is retention.
I had to adjust my own style to become more empathetic and understand the context. Transport delays are real, as are family obligations. Many of our younger staff support households. That shapes their energy and choices. If we ignore it, we lose good people. Wellness isn’t a “perk” but an integral part of performance.
From our internal pulse checks and conversations, the non-negotiables are consistent: respect, transparency, psychological safety, one-on-one feedback (never humiliating someone in front of a team), growth with visibility, flexibility where the work allows, and tools that don’t fight them. Purpose matters, yes. But only alongside recognition, fair pay, and managers who show up.
Practical tips you can implement:
Gen Z wants what high-performing teams have always needed: meaningful work, a say in how it’s done, a fair deal, and leaders who coach not control. If you give them space to contribute ideas, learn in rhythm with the job, and see a path forward, they’ll repay you with speed, honesty, and results. Give them a chance and take the time to discover their uniqueness.
At Afri Training Institute, we co-design Gen Z-ready development frameworks, for example, practical learning rhythms, manager coaching, and role-specific upskilling that slot into real work. For more information, contact us today.
