What Gen Z Gets Right About Work That Older Generations Miss

This article originally appeared on Forbes.com.

Only 6% of Generation Z workers say their primary career goal is to reach a leadership position, according to Deloitte’s “2025 Gen Z and Millennial Survey.” Instead of viewing this as a lack of ambition, astute employers will recognize it as a wake-up call about what motivates the future workforce in a post-social contract age.

While other generations may criticize Gen Z’s approach to work as “entitled” or “lazy,” the data suggest something different: this generation has identified fundamental flaws in traditional workplace structures that previous generations accepted as immutable. And they’re not afraid to call it out.

What we are witnessing is Gen Z rejecting a system where leadership often means more stress, longer hours and minimal work-life balance for incremental pay increases. Their workplace expectations could actually correct outdated practices that harm productivity and employee well-being. Given that researchers at Forrester predict 74% of the global workforce will be Gen Z by 2030, understanding their perspective isn’t optional—it’s essential for organizational survival.

Gen Zs Understand True Career Development Isn’t About Titles

Rather than chasing titles, Gen Z workers focus on substance, genuine skill acquisition and personal growth. Deloitte revealed that 70% of Gen Z workers devote time to developing their skills every week—compared to only 59% of Millennials—and that learning and development ranks among the top three factors Gen Z considers when choosing an employer.

These data points show that Gen Zs care more about building expertise and continuous learning rather than climbing corporate rungs. This approach reflects a deeper appreciation of career sustainability and personal development, prioritizing long-term capability building.

Purpose Is A Non-Negotiable For Most Gen Zs

Not only do they talk about wanting meaningful work, but Gen Zs aren’t afraid to act on it. Purpose is crucial to a majority (89%) when it comes to job satisfaction and well-being—44% have actually left jobs that lacked purpose for them, as Deloitte found.

This is a generation that puts its values into practice—even when it costs them financially or professionally in the short term. They understand that purpose-driven work leads to better performance, higher engagement and more sustainable career satisfaction.

Gen Zs Are Ready To Get Work Done

The “2025 Gen Z and Millennial Survey” also found that most Gen Z workers (86%) look to managers to provide mentorship rather than micromanagement. Micromanagement prevents direct reports from ever becoming autonomous—among other adverse consequences, as identified by researchers from Seoul National University, The University of Auckland, Michigan State University and Nova Southeastern University. Gen Zs instinctively grasp what actually develops people: guidance that builds capability rather than oversight that stifles it. Perhaps unsurprisingly, they’re also early adopters of productivity tools, with 57% already using GenAI to improve work quality and free up time for strategic tasks, according to Deloitte. Rather than fearing or resenting technology, they embrace it as a way to work more efficiently and focus on higher-value activities.

How Savvy Organizations Will Adapt To What Gen Zs Are Teaching Us

If 94% of Gen Zs do not care about climbing the corporate ladder, where does that leave us? Shrewd organizations will focus on skill-building opportunities, meaningful work and flexibility rather than just upward mobility. They may even view this positively since not everyone can ascend the corporate ladder anyway—but the incentive systems structured around ladder-climbing need fundamental changes.

Here are four ways astute organizational leaders will adapt:

Create non-hierarchical advancement paths: Develop expert tracks, project leadership roles and cross-functional opportunities that recognize growth without forcing people into management positions they don’t want.

Provide coaching, not micromanagement: Schedule regular one-on-ones focused on skill and career development, not task tracking. Ask “How can I help you grow?” instead of “Did you finish that report?”

Respect boundaries as a means to productivity: When Gen Z sets work-life boundaries, they’re protecting their long-term performance. Support sustainable work practices rather than fighting them.

Leverage their tech-savviness: They’re already using AI and automation tools to work more efficiently. Ask them to share what’s working and consider adopting their productivity innovations across your team.

The Bottom Line

Gen Z isn’t rejecting career ambition—they’re redefining it around skill mastery, purpose and sustainable productivity rather than traditional hierarchies. And the question for organizational leaders isn’t whether and when Gen Z will conform—it’s whether your company will adapt or be left behind.

If you’re an organizational leader, start now: audit your current advancement paths, examine your management practices and ask your youngest employees what they actually want from their careers. Their answers might surprise you—and revitalize your workplace for everyone.