Steve Jobs did not hesitate to fire anyone who was necessary. The Apple co-founder was known for his ruthless talent management, going so far as to fire the same employee five times, or suggesting the firing of all managers at Starbucks. Forty years later, history has taken a 180 degree turn that even Apple's visionary couldn't have predicted.
A recent study from Intelligent.com reveals a disconcerting reality: one in five managers is considering quitting because they can't manage their younger employees. Generation Z, born between 1997 and 2012, causes an earthquake in business structures traditional practices that shake the foundations of business leadership as we knew it.
The era of fear of the boss is over
The numbers are shocking and paint a picture that would have been unthinkable in Infinite Loop. 51% of managers admit to feeling frustrated44% suffer from stress and 31% admit their disappointment. The situation is so critical that half of managers admit to having fired a Gen Z employee, and 27% would avoid hiring them directly if they could.
“The problem is not just behavioral,” says Huy Nguyen, principal consultant at Intelligent.com. “We are facing an unprecedented culture shock where the expectations of both parties are completely misaligned. » While managers expect traditional-style dedication and commitment, Gen Z is looking for purpose, flexibility, and work-life balance that would have been inconceivable in Jobs' time. In fact, Steve had a very particular and sentimental way of looking at work. Even he couldn't resist calling his employees on vacation.
Del “Think differently” and “Work differently”
If in 1997, Jobs was able to reorganize Apple in just 90 days. Today, managers are faced with a generation that has its own codes: Constant cell phone use, communication that veterans view as “inappropriate” and what they perceive as a lack of traditional work ethic.
The irony is obvious: While Jobs built an empire based on a clear hierarchy and an uncompromising vision of perfection, Generation Z is forcing companies to rethink everything from their power structures to their methods of communication. Two-thirds of current managers admit to having had to change their leadership styleand 75% recognize that managing these young people requires more time and resources.
Change goes beyond simple generational preferences. The pandemic played a catalytic roleaccelerating trends already underway. Young workers, born digitally and raised with smartphones and social media, view work in a fundamentally different way than their predecessors.
“It’s not that they don’t want to work,” explains Nguyen, “it’s that they don’t understand Why should they do things like they did 40 years ago?“. This generation prioritizes mental health, seeks constant feedback, and expects their employers to share their values
In 1984, when Jobs introduced the first Macintosh at the Flint Center, no one could have imagined that four decades later it would be the managers who would threaten to leave. Power has changed handsand the question is no longer “who will be the next to be fired?”, but rather “how can we prevent our managers from resigning?”
Source | Intelligence.com
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