Gen Z at work: the real challenges (and why I’m optimistic)

Every few years, the workplace re-runs the same argument with new characters:

• “this generation is hard to manage”
• “they don’t have soft skills”
• “they want too much feedback”

Some critiques land.

A lot of them are lazy.

I care less about “who’s right” and more about:

what’s the fastest system that helps interns/new grads succeed without burning out their managers?

Scene

Early in my career, I thought “professional” meant: don’t bother anyone, don’t ask questions, don’t look confused.

So when I was confused, I stayed quiet and tried to brute-force it.

The result wasn’t heroic.

It was slow, misaligned work — the kind that makes a manager think, “Why didn’t you just tell me earlier?”

That’s the point: early-career failure modes aren’t always about talent.

Sometimes you’re just missing the unwritten rules.

That’s a big part of what people are pointing at when they complain about “Gen Z at work.”

Promise

This post is a fair, practical take:

• what managers are actually complaining about
• what’s actually true from the new-grad side
• simple systems that close the gap (without moralizing)

What prompted this

“Gen Z at work” discourse gets heated because it’s really about expectations: managers want reliability and clarity; new grads want direction and context. You can see it in real, messy examples like Ask a Manager’s “Gen Z employees want to be coddled” letter (https://www.askamanager.org/2025/04/our-gen-z-employees-want-to-be-coddled-and-are-struggling-with-the-realities-of-work.html), the “younger employee doesn’t know professional norms” letter (https://www.askamanager.org/2022/08/my-younger-employee-doesnt-know-professional-norms.html), and manager threads like this one (https://www.reddit.com/r/managers/comments/1fqa833/help_with_communicating_expectations_with_gen_z/).

The manager POV (what they’re actually complaining about)

When managers say “Gen Z is difficult,” they’re usually not saying “they’re dumb.”

They’re usually describing predictable friction:

• unclear written communication (long messages, missing the point, no ask)
• awkward meeting dynamics (quiet in rooms, over-talking in chat, unclear follow-ups)
• high need for direction without taking ownership
• weak fundamentals with common tools (calendar etiquette, docs, spreadsheets, ticketing, file hygiene)

Translation: the person might be talented, but they don’t yet know how to operate inside a workplace.

The Gen Z / new grad POV (what’s actually true)

A lot of early-career “rough edges” are not character flaws.

They’re missing reps.

In the last few years, many people had:

• fewer in-person internships and weaker on-ramps
• first jobs that are hybrid (less osmosis, more ambiguity)
• constant digital communication (more noise, less clarity)

Also: Gen Z tends to talk about mental health and values alignment more explicitly than older cohorts did.

That’s not weakness.

It just changes the conversation.

The gap is not talent. It’s training.

Most companies don’t teach the baseline operating skills that make managers relax:

• how to write a crisp update
• how to run a 1:1 that produces decisions
• how to ask for clarity without sounding lost
• how to disagree without drama

So everyone improvises.

Managers get frustrated.

New grads get anxious.

The fix is boring (which is good): make the unwritten rules written.

A simple First 90 Days OS that closes the gap

System 1) Default to written clarity (especially after meetings)

If you do nothing else, do this: after a meeting, send a short recap.

Copy/paste template:

“Recap:

• Outcome: ___
• Decisions: ___
• Next steps: ___
• Owners: ___
• Deadlines: ___”

Why it works: it creates a paper trail and it makes you look organized.

System 2) Learn the toolchain on purpose (don’t wait for shame)

If you’re shaky on Excel, Slack norms, calendar etiquette, or file organization — that’s normal.

But don’t hand-wave it.

Pick one weak spot per week and level it up:

• “I’m slow in spreadsheets” → learn 10 shortcuts + basic pivot tables
• “My Slack messages ramble” → practice the 3-bullet update format
• “My calendar is chaos” → learn how to agenda meetings and send follow-ups

Managers don’t expect perfection.

They do expect momentum.

System 3) Ask for feedback in a way managers can answer

Bad:

“How am I doing?”

Better:

“For this project, what would make my next update ‘great’ instead of ‘good’?”

Even better (because it’s specific):

“Do you want my updates to include (1) what shipped, (2) what’s next, and (3) what’s at risk — or is there a different format you prefer?”

System 4) Build one relationship per week (small, consistent)

Your career is not just output.

It’s trust + context.

In the first month, aim for 1 short intro chat per week with:

• a cross-functional partner you’ll rely on
• someone who supports your team (ops, IT, finance, HR)
• a strong performer one level up

Script:

“I’m new and want to learn how things work here. What do you wish you knew in your first 90 days?”

If you’re a manager: 3 moves that reduce friction fast

This isn’t “coddling.”

It’s good management.

1) Define what “good” looks like (in artifacts)

Instead of “be proactive,” give examples:

• what a good status update looks like
• what a good meeting recap looks like
• what a good first draft looks like

New grads copy patterns.

Make the patterns visible.

2) Set a default cadence (so they don’t guess)

A simple baseline:

• weekly 1:1 (30 min)
• one written update mid-week
• one end-of-week recap

The goal is fewer surprises, not more meetings.

3) Reward ownership, not vibes

When a junior brings a problem, train them toward this structure:

• Here’s the situation
• Here are 2 options
• Here’s my recommendation
• Here’s what I need from you

It turns “help me” into “I’m thinking and moving.”

Two quick notes, depending on where you sit:

• Early-career: you’re not “behind.” You’re learning a new environment with hidden rules. Build a system and you’ll stabilize fast.
• Manager: most new-hire friction disappears when you (1) define “good” in examples and (2) give a predictable cadence for feedback.

Edge cases

• Some workplaces really are toxic or under-resourced. No amount of “operating system” fixes a manager who refuses to train or a team that punishes questions.
• This is about patterns, not stereotypes. Plenty of Gen Z hires are excellent operators; plenty of older hires aren’t.

Why I’m optimistic

Every one of these issues is solvable with:

• better expectations
• better communication
• better operating systems

Gen Z has real strengths (speed, comfort with change, willingness to question bad process).

Add a professional OS and you’re dangerous — in a good way.

Next step

If you want a clean ramp plan, start with the Week 1 checklist.