Gen Z and the Vanishing Middle Manager: Are They Onto Something?

Anjli Raval’s recent article highlighting Gen Z’s growing aversion to middle management roles presents a significant challenge for HR professionals. [paywall and well worth it]

It’s a reminder that we aren’t simply talking about a generational quirk; there’s a fundamental shift in workplace values taking place that business leaders must address to ensure the future of leadership within their organisations.  We should stop and ponder that for a moment. Where are your next leaders coming from?  Your competition?  Good leaders are like potatoes: it’s cheaper to grow your own.

So with a doffed cap and sincere thanks to Anjli’s insights, what can we offer as practical advice for business leaders and their proactive HR departments seeking to bridge this generational gap?

The first question surely has to be: Is there a generational gap at all?

For generations of professionals, climbing the corporate ladder meant navigating the rungs of middle management – leading teams, overseeing smaller divisions, and honing leadership skills on the path to bigger things.  But this new generation, Gen Z, are taking a different approach, and many are saying “no thanks!” to middle management roles.

A recent(ish) survey of 2,000 white-collar professionals by Robert Walters revealed a surprising trend: half of the Gen Z respondents (under 27) expressed no desire to enter middle management! Even more striking, nearly 70% described such positions as “high stress, low reward.”

As Anjli points out, this isn’t just a Gen Z issue, but they are more vocal about it.  HR needs to address this directly by re-evaluating the role of middle management within the organisation. This might involve streamlining processes, providing better training and development opportunities, and ensuring that compensation and benefits reflect the demands of the position.  But surely this is the bread and butter of any HR department?

In our view it’s also something of a cliché to emphasise the importance of purpose and work-life balance for Gen Z.  Yes, they seek roles that align with their values and offer flexibility, but don’t we all?

We think that a renewed push into the basics of motivation could be warranted.  Leverage this desire for values alignment and flexibility by doing the basics well; clearly define the purpose and impact of middle management roles within the organisation.  How do these roles contribute to the overall mission and vision?  How do they make a difference?  Communicating this value proposition is crucial for attracting and retaining Gen Z talent and everyone else for that matter!

As Anjli notes, Gen Z is also looking for strong leadership and mentorship.  They want to learn from experienced professionals who can guide and support their development.  HR plays a critical role in fostering this by implementing robust mentorship programs and these programs should focus on equipping middle managers with the skills they need to effectively coach, mentor, and inspire their teams.  But many of the leaders and mentors that Gen Z seek, are more often than not “accidental leaders” themselves.

Surely more than one of us has woken up in the morning and wondered just how we’ve ended up doing the job we currently do?  So providing training to both groups in areas like communication, feedback, conflict resolution, and emotional intelligence is essential for the honest, fruitful conversations about the joys and difficulties of middle management.

Finally, we need to touch on the importance of adapting to the changing landscape of work.  Our current economic and political climate plays a role here. While we may not be in direct positions of power, we can still be agents of change within our organisations.  We can advocate for more inclusive leadership training, push for greater flexibility in work arrangements, and champion the development of younger talent.  We can use our experience and influence to create a workplace that attracts and retains the best talent, regardless of generation.

So here’s your call to action, not a call just for companies, but for each of us as individuals. It’s an invitation to reflect on our own careers, to embrace change, and to use our experience to shape a better future for ourselves and the generations that follow.