Generation Z wants to perform if they are allowed to – says a general in the German army. He explains how companies benefit from young people and thus secure their future.
This is original content from the Capital brand. This article will be available for ten days on stern.de. After that, you will find it exclusively on capital.de. Capital, like the star to RTL Germany.
Complaints about the so-called Generation Z can be heard on all fronts. But Brigadier General Michael Matz finds this very unpleasant. The commander of the Bundeswehr’s infantry school, where its own leaders are trained, has had very different experiences with young people born between 1997 and 2012. “I have noticed that they are not what we think they are,” says Matz.
Willing to perform and not always looking at fixed working hours – this is how the highly decorated brigadier general experiences Generation Z in everyday life. That is at least true for those who have made it to him. But it is precisely this support of the next generation of leaders that is important, says Matz.
How to deal with Generation Z?
He therefore warns superiors against making blanket judgements about young employees. “I’m not a big fan of categorizing people into a generation,” explains Matz, who has led missions in Afghanistan, among other places. “I see the individual very clearly, with his or her personal background, strengths and weaknesses,” the brigadier general emphasizes.
However, it is precisely this willingness that is often lacking in companies when it comes to young talent, criticizes Jo Dietrich. He is co-founder of the Swiss agency Zeam, which specializes in dealing with Generation Z. A representative survey by Zeam with YouGov showed that 60 percent of young talent in Germany are ready for more responsibility, reports Dietrich: “Specifically, they want to take on leadership responsibility, contribute their own ideas and implement their own projects.”
However, many young employees feel held back instead. According to Dietrich, a survey conducted by the market research company Appinio found that one in four German employees from Generation Z do not feel taken seriously at work solely because of their age. According to the expert, the frustration on both sides is due to an unusual reversal of power relations. “Historically, we have always equated age and competence,” he explains. But due to digitalization, this equation no longer works.
“It can happen that a younger person has significantly more experience and therefore also competence in what is perhaps the most important issue in today’s economy – but is not allowed to make the decisions due to their age,” says Dietrich. He warns that artificial intelligence will make the situation even more serious. It is therefore important for companies to involve Generation Z now.
Clear goals, own paths
For Matz, this means above all giving young people role models. Timeless values and norms of good leadership must be exemplified, the brigadier general also calls on superiors from the private sector. At the same time, however, future decision-makers must be given the freedom to pursue their own paths to achieve the goals set. “The generation of military leaders that is now emerging will do things differently than we did. And that is what they should do,” says Matz. And he does not rule out that young people might even do it better.
The massive shortage of staff and demographic change also contribute to the fact that young people are currently particularly important on the job market, thereby strengthening their position of power. “Generation Z no longer wants or needs to work like their parents,” says Dietrich. He certainly shows understanding for older colleagues who are annoyed by “the” youth.
Zoomer advises Boomers – Gen-Z expert Jo Dietrich explains his generation to companies
18:25mins
“When the baby boomers entered the job market, the situation was different and this kind of behavior from newcomers to the job market was unthinkable,” he says. “That’s why older employees today find it difficult to understand why young people demand things before they deliver. This understandably leads to friction.
To get Generation Z excited about a company, Dietrich gives managers these three pieces of advice:
- Involve young talent in decisions
- Listen to their suggestions and ideas
- Give them responsibility
Preparing and inspiring young employees for management roles is in the best interests of companies, as the expert emphasizes. “I believe that it is the responsibility of managers to develop the next generation to where we need them when the baby boomers leave the job market,” he emphasizes. “Because in my view, that is the real problem we are facing in terms of generations.”
Conversely, however, the younger generation must also be open to learning from older colleagues. Their wealth of experience should not be ignored, says Dietrich, and warns against youthful arrogance. Generation Z may have a head start in the digital world, but older generations are more advanced in almost all other areas and can impart valuable knowledge. “Although I am the oldest employee in our 30-person company at 27, we work with various very experienced mentors,” reports the company boss.
Source: Stern
