CEO challenged by Gen Z’s brazen workplace behavior

Aussie CEO Jane Lu has a bunch of Gen Z employees, and they’re nothing like the Millennials she’s used to managing.

The 38-year-old founder of successful fashion brand ShowPo said Gen Z workers are hardworking and productive, but they have different expectations than Millennials.

“They generally have much higher expectations about growth and want faster and more frequent promotions,” she told news.com.au.

Lu said they seek constructive feedback and flexible working conditions, and she has found that they see the ability to work from home as an “essential” rather than a perk.

It is also becoming more and more difficult to keep the staff of General Z.

“The average tenure of a Gen Z employee is much lower than their millennial counterparts, so they really need to see the impact of their work to stay engaged,” she explained.

“Just telling them what to do isn’t going to cut it. They want to understand the ‘why’ behind their tasks and the difference they are making.”

Sometimes, the cheeky nature of Gen Zers leaves CEOs stunned.

Once, when he was interviewing a young woman, she made a request that shocked him.

“It was the last round of an interview for someone and she asked me something detailed about her role that I hadn’t seen and said her hiring manager would have a better idea. And she asked me to go get that manager for her,” she said.

“I couldn’t imagine asking the CEO to go and get somebody during an interview.”

The CEO has also noted that Gen Zers are not interested in hierarchical structures and want everyone in the office to be equal.

“They are more comfortable challenging or talking to their managers with concerns,” she said.

Learning how to manage them has been an adjustment, but Lu explained that what Gen Zers bring to work is a positive.

She finds them generally more mature and ambitious, and they always bring energy and a fresh perspective to things.

“Their willingness to challenge the status quo can push the entire team to think differently and embrace change,” she said.

“Gen Z employees are truly invested in their work and have a strong desire to make a meaningful impact. They value transparency, which fosters an environment of open communication,” she said.

Lu said that their commitment and excitement can often elevate the entire team and that they definitely “shape” the future of work.

Of course, that doesn’t mean it’s always easy to manage Gen Zers; there have been challenges. You want to encourage them to be ambitious, but sometimes you have to manage their expectations.

“One of the most challenging aspects of working with Gen Z is navigating their high expectations regarding growth and career development,” she said.

“They crave clear paths to advancement and often demand immediate feedback. This can create pressure on managers to provide consistent support and recognition. If they feel that their contributions are not acknowledged or valued, their commitment can quickly wane.”

Their demands for flexibility and autonomy can also sometimes be “difficult” to meet, but their ambition is a plus.

“They thrive in environments that allow them to take charge and innovate, but they may struggle with rigid structures that limit their creative expression or ways of working,” she said.

“Striking the right balance between providing guidance and giving independence is really important, but it can be tricky.”

Despite the occasional hiccup, Lu is a dedicated advocate for Gen Z workers. They’ve made her a more thoughtful boss.

“It’s made me more aware of sharing the ‘why’ behind tasks and decisions, which keeps them engaged and motivated about the actual work they’re doing,” she said.

She also practiced giving her staff “freedom” to explore their ideas and come up with creative solutions.

“It’s great to see them championing a more inclusive and supportive culture. Overall, working with Gen Z has opened my eyes to new perspectives and helped me grow as a leader,” she said.