Are your Gen Z employees reluctant to step into your middle managers’ shoes? You may be falling victim to the ‘conscious unbossing’ trend.
Unlike previous generations, younger professionals are increasingly shunning traditional management roles. According to research by recruitment company Robert Walters, more than half (52%) of Gen Z professionals in the UK don’t want to take on a middle-management position in their career.
This growing workplace trend of conscious unbossing is something leaders can’t ignore. It could cause talent shortages (both short and long term) – and potentially impact your company’s growth and success.
A promotion? No thanks
Gen Z professionals tend to prioritise work-life balance over salary.
Many don’t see the point of climbing the corporate ladder into positions of authority. And the driving force behind this relates to four main factors.
Under pressure
Middle management can find itself caught between the demands of senior leadership and those of their team. And this can lead to stress and burnout.
But, as research from Oxford Brookes University shows, Gen Z are already struggling with their mental health. They therefore may be reluctant to take on additional burdens as they want to prioritise their wellbeing and work-life balance.
Lack of recognition
Many younger employees feel that the increased responsibility and workload of managers aren’t matched by adequate appreciation or financial compensation.
Striving for purpose
Gen Z professionals tend to value flexibility, transparency and purpose in their work.
They may view management as something that could stifle their creativity and autonomy. Or they may simply not see any benefits to becoming a leader.
Why conscious unbossing is a big deal for business
Gen Z has witnessed older generations struggling with work-life balance, and they aren’t willing to compromise on this, especially when it comes to their mental health. It’s of no surprise, then, that this conscious unbossing trend has emerged. But what are the major implications for organisations?
Businesses that cannot fill crucial middle management positions will face role gaps. Later down the line, this could cause problems with filling senior leadership positions, due to a lack of experienced managers ready to step up.
Organisations could also see innovation drop, as strong managers are critical to supporting creative thinking and experimentation among team members.
This conscious unbossing trend also threatens company culture. With a less dynamic and hierarchical workplace, organisations may see good collaboration and decision-making dwindle.
All of the above could ultimately result in a leadership vacuum. If we fail to address the factors driving conscious unbossing, organisations risk losing their best talent. This in turn deprives aspiring leaders of the mentorship and role models they need to develop.
How to reverse the conscious unbossing trend
To get younger talent fired up about middle management roles, companies need to urgently rethink their approach to leadership. Here’s some advice on how to do this.
Reskill managers
Move away from traditional, top-down management styles – they don’t work for Gen Z. Aim to create more collaborative, supportive leadership models.
Get strategic with your company culture
Younger workers aren’t swayed by marketing messages and can easily spot inauthenticity.
Evolve your messaging to align with younger employees’ values and expectations – for example, how does your organisation’s mission benefit society and the environment? Is your business truly inclusive?
Offer flexibility
Provide opportunities for growth and development within roles, allowing employees to shape their career paths. Consider job shadowing, secondments and mentorship, alongside more formal training routes.
Provide inspiration and autonomy
Gen Z workers often want to solve problems and make a difference. Give them the tools to learn how to do this, reward their creativity and don’t micromanage.
Set healthy goals
This is a big one. If you want motivated Gen Z colleagues, create a workplace culture that values mental health, work-life balance and employee wellbeing.
Be clear on organisational values
Be clear about how individual roles are connected to your organisation’s values and strategy. And if you want to see more of a certain behaviour, praise it.
Additionally, check that your salary and benefits match the level of responsibility of middle-management roles.
Invest in your future leaders
Help employees feel valued by offering good quality training and mentorship to support and empower future leaders.
Why leaders need to act now
To create a motivated workforce keen to move up to middle-manager roles, leaders need to be proactive and adaptable to the needs of Gen Z.
And while this may seem like a longer-term problem, it’s important not to delay action. Doing so risks us heading into an era without enough managers – or enough mentors for the next generation of leaders.
