I confess that I’m a little out of patience with people who insist on labeling younger generations as problematic. (My impatience may be a sign that I’m getting older, and my laziness to argue with those who love to judge and label may be a sign of wisdom.)
My constant quest to learn and get to know people in depth is probably a determining factor in the discomfort I feel with this cultural habit of criticizing instead of keeping an open mind to question, recycle and rethink behavior patterns in times of quick labels and hasty conclusions, especially when talking about Generation Z.
Often described as “problematic” and only interested in accelerating their growth, my experience with these young people has been enriching and inspiring, revealing a generation that has a desire to learn from those they admire and make a difference with their work.
And the fact is that if we want to cultivate a culture of collaboration and innovation, we need to once and for all put aside our prejudices and outdated patterns of behavior in order to really see and listen to those who are with us with genuine respect and empathy.
Engagement and Entrepreneurship
During events I attend, I am often approached by young people who present their ideas to me with sparkling eyes and contagious enthusiasm. Young people who show impressive seriousness, mixing creativity with a quest for grounding in planning and execution. These young people don’t just want to “get there”, they want to build the path, step by step.
And it’s lovely to see their willingness to learn and connect with experienced people who are willing to contribute. I’ll give you some recent examples, among many others that I follow closely and from afar too.
At the Peopletech Summit, before I went on stage to take part in a panel on Engagement, Erick Kopak Bonfim and Isabel Lyssa, two young people who had invested time and money in traveling to take part in the face-to-face event (even though they knew they could take part online and for free), approached me during the break to ask me about the difficulties companies have with Generation Z because they were developing an AI tool to contribute to leaders and HR.
We had a quick but thought-provoking conversation, which helped to validate once again my stance against generational labels. After that day, they worked hard not to let the contact go cold, they connected with me, they are following my movements, and they didn’t give up until we managed to set up a meeting, which happened yesterday. It was lovely to see their desire to listen to those with experience.
My motivation is so great in contributing to those who are starting out on their career path, that after an invitation in March to talk about Female Entrepreneurship with UFSC students, I decided to return to the University to contribute to the young managers of EJEM – Empresa Júnior de Engenharia de Materiais (Junior Materials Engineering Company).
I also believe that there is no more fertile space for sowing and cultivating values that can contribute to a future of collaboration between generations than within universities.
Many ideas are sown in this environment, and I recognize the importance of being attentive and present, so that we can live a culture in which the diversity of intelligences, experiences and knowledge is recognized as truly the most relevant.
The Collective Responsibility of Supporting Young Entrepreneurs
As adults, we know that at the beginning of our professional career, many beliefs are established, influenced by the people we live with, the places we study and work.
That’s why I’ve started a movement to seek support from executives and entrepreneurs in my network so that they can join forces with me to support these young people.
The first to accept my invitation was Geraldo Gontijo, and this experience is offering us a series of positive surprises. We’re proud to see students from a federal university acting in a very different way to what is being reported in the media today. Everything we’ve seen in our meetings has given us the certainty that we’re on fertile ground to grow excellent fruit.
It is inspiring to see the commitment of Thiago Aguiar Maccaferri, Vitor Baumgärtner Eduarda Cristina Kerber and Vinicius Wenzel Rockstroh and the way they show maturity and dedication in running EJEM. Their commitment to facing challenges with courage and intelligence in order to adapt the company to the new demands of the market and the needs of the students, while doing their internships and taking care of their academic responsibilities, is admirable.
These meetings of ours, in addition to giving me a lot of professional and personal fulfillment, have strengthened my hypothesis that, as was the case with me, the biggest problem is not young people under 27, but “certain old men in their 40s”, who label an entire generation, while boasting about their achievements “in their day”.
What we gain when leaders focus on data that speaks to the positive characteristics of a younger generation.
There are many positive differentiators of this generation that are often overlooked by leaders, one of which is their willingness to learn from experienced adults while finding their own way. I see young people taking inspiration from mentors and using that inspiration as a basis for charting a professional life that doesn’t sacrifice the quality of their personal lives. They find time for sports, friends, dating and family, demonstrating that balance is not just an aspiration, but a practice.
And when younger people find opportunities to contribute and show their value, the results they achieve are surprising, thanks to the courageous way they seek creative solutions for the companies where they work. Professionals like Thiago Henrique Mattos, who in addition to his constant search for knowledge, dedicates himself to putting what he studies into practice, designing projects and proposing solutions that generate savings and prosperity for businesses, has become recognized and valued by other professionals in his field for the deliveries he makes.
Another example is Maria Lídia, who started as a young apprentice at Terral Agricultura e Pecuária S.A.and receiving growth opportunities and support from the leadership, she knows how to direct her talents and honor the development that the company provides her by contributing good ideas to improve the activities she carries out.
More than an element of engagement, clarity and direction, it has become an essential skill for leaders.
It is a fact that people and professionals who feel psychological security and know what is expected of them are able to collaborate and contribute more, regardless of their age. It’s no wonder that according to Gallup, the first essential element for achieving engagement is “clarity about what is expected of me”.
And I’ve noticed that clarity has become more and more a basic human need than an element of engagement. In times of a flood of information, data and knowledge, which is stressful because of the speed with which it arrives, I see it as almost a survival instinct to ask for clarity and direction.
That’s why my advice to leaders who want to stand out by achieving positive results with young people is as follows: Invest in developing the ability to clearly communicate what you and the company expect from the people you lead. Make it clear that you know where they are going and what they need to do to get there. Develop your communication to convey the confidence of someone who knows what they are doing. Develop yourself as a leader capable of serving and guiding younger people.
My message to Youth Leaders
If you want to promote the consistent engagement of younger people, involve them in projects that make sense to them. Whether in junior companies, voluntary actions, projects that generate value for the business, or social causes, they show a deep sense of purpose and a genuine desire to make a difference.
Like any successful professional, regardless of the year you were born, what promotes a prominent position in the market is having the courage to undertake not only in business, but also in your career and studies, and that success is closely linked to contributing to something greater.
Awakening pride in belonging in young people is another valuable tip for leaders. Recent data confirms what I have experienced. If you look closely, you’ll see that, contrary to the cliché of disengagement, these young people are looking for organizations that cultivate a culture of collaboration, opportunities for constant learning and belonging. These elements coincide perfectly with the engagement factors highlighted by Gallup that have crossed generations: clarity of expectations, recognition, development opportunities and connection with the company’s mission.
What I see, then, is not a generational problem, but a cultural evolution. Companies that want to engage Generation Z need to understand their motivations and offer an environment that promotes growth, learning and balance. When this happens, these young people respond with dedication, innovation and extraordinary results.
Generation Z is not “disengaged” or “disinterested”. Rather, they are a reflection of a changing world, where work is an extension of life purpose. By offering them space to learn, create and find balance, we allow their energy and talent to flourish. And in doing so, we not only transform their trajectories, but also the future of organizations and society as a whole.
May we, together, abandon labels and embrace the potential of this incredible generation.
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