What Leaders Get Wrong About Gen-Z and Motivation

In my work with organizational leaders, I hear them puzzling over Gen-Z. A common complaint is, “This generation doesn’t seem to have the same drive. They expect constant feedback and want high salaries right out of the gate but don’t seem willing to put in the extra hours we did at their age.”

Here’s the thing: generations aren’t wired differently when it comes to their basic motivations or work ethics. What we often attribute to “generational traits” are actually cohort effects – collective experiences and historical circumstances that inform the ways each generation approaches life and work.

Consider their context: Gen-Z grew up witnessing economic instability and entered the workforce with 34% less purchasing power than Millennials (Harvard Labor Studies Program, 2023). As a result, they are less motivated by vague, long-term promises of advancement. Instead, they want to see clear connections between performance and rewards. Regular, predictable recognition is more effective for them than the traditional “wait your turn” advancement paths. They grew up in an era of constant feedback through social media and other digital platforms. It’s no surprise they expect more frequent communication. This generation prioritizes being able to learn new skills quickly and have clear advancement paths, but don’t expect to pursue these exclusively with one employer.

Gen-Z’ers (also known as “Zoomers”) also grew up during a massive shift in mental health awareness, further amplified by their shared experience of the pandemic. Conversations about mental health have been normalized for them, and they expect that same level of communication and support from their workplaces. They’re also looking for work-life integration and value collaborative impact alongside individual achievement. A strong sense of purpose is key.

Like with other generations, Gen-Z’s experiences have fundamentally shaped what drives them and who they want to work for. Motivating this generation requires meeting them where they are. High-performance cultures that emphasize intense competition and individual achievement often experience friction with Gen-Z workers. Progressive organizations are finding success by:
• Connecting team members’ daily tasks to the organization’s broader societal impact and purpose
• Creating flexible career paths, emphasizing both upward mobility and cross-department experience (career “lattices” instead of traditional ladders)
• Prioritizing workplace wellbeing and respecting work-life balance

There’s no one-size-fits-all solution, but research points to clear starting points:
• Ensure transparency around growth opportunities and reward structures.
• Focus on near-term skill development rather than long-term trajectories.
• Help Gen-Z employees understand how their role connects to larger goals while making their impact on team success clear.
• Set clear, healthy expectations around workload and response times.

What appears as a lack of motivation could be a signal that your workplace practices need to evolve. If you’re working with Gen-Z team members—or if you’re Gen-Z yourself—the best insights often come from direct, honest conversations about what drives great work.