Author: Tim Elmore
_Tim Elmore_
Reading time: 18 minutes
Synopsis
The Future Begins with Z (2025) is a book to help leaders. It deals with the problems managers face when working with Gen Z employees at work. It offers ways to lead, motivate, and keep this youngest group of workers well. It covers topics like welcoming new staff, giving feedback, and helping with mental health. The book says that problems with Gen Z can become good chances for success. It asks leaders to change their worry into interest about these young team members.
What’s in it for me? Unlock the potential of Gen Z.
As a manager today, you might be trying to understand why your newest team members are so different from others. They are always on their phones. They don’t come to meetings if they don’t feel like it. They question everything you say. Yet, they are also full of new ideas and solve problems in ways you didn’t think of. This is what it’s like to work with Generation Z.
If you lead a team, hire young staff, or just try to connect different age groups at work, you have probably felt some stress yourself. Gen Z are not just young staff who will learn how things work later. They are made different by things older groups never saw. They grew up with smartphones. They lived through a pandemic during their important growing-up years. They live in a world with too much information all the time.
The problems between old ways of leading and what Gen Z wants will stay. But it does not have to be a problem. By understanding where these young workers come from, you can change your worries into chances for success.
In this summary, you will get to know Gen Z. You will learn what they value, how they think, and what they want. You will also see how to show that common wrong ideas about them are not true, so we don’t ignore what they can do. You will learn useful ways to keep them interested and well in their minds. You will even learn how to prepare them for a future where AI (Artificial Intelligence) is more common.
Blink 1 – How we got to Gen Z
In the story of Peter Pan by JM Barrie, the main character is always young. He charms us with his magic and fun ideas. But he makes trouble because he doesn’t want to become an adult. His not being grown-up, even if it’s nice, causes real problems. Today’s business leaders face a very similar confusing situation with Gen Z workers.
These young employees arrive full of new ideas and ways of looking at things. But they are often not yet good at handling feelings and working with people in the office. This causes problems that are hard to miss. So much so that many managers are simply not hiring Gen Z people at all. A survey in 2024 by ResumeBuilder.com showed that three out of ten managers were doing this. But here’s the problem: these managers are losing the new ideas and creative thoughts that Gen Z can offer.
So what is behind the confusing difference that is Gen Z? The answer is how they grew up in a special way that doesn’t fit. Gen Z saw too much information from the huge online world. They saw hard and sometimes upsetting things before they were old enough to understand them. At the same time, they didn’t have enough real-life experiences. These are the real situations where you learn how to deal with problems, failures, and talking to people in person.
Their growing-up years happened with these things around them that older groups never saw: instant access to endless information, threats like terrorism and school shootings became normal, the new idea of “cancel culture” (where people are shamed online), wanting to have fun and watch things anytime they want, and more cultures mixing than ever before.
These things made this generation have qualities that spell out COPING. They don’t trust. They saw leaders fail during COVID-19, which made them trust those in charge less. They feel too much pressure from the endless flow of information on every screen. They are practical. They learned from how millennials made mistakes with money and are careful with job choices.
They also include everyone, caring a lot about fairness for all people and protecting the planet. They are complex, not wanting to be put into simple groups – their ideas about themselves and what they like can change, they are not set. And finally, they know a lot about the world. They are maybe the most informed generation ever. They also feel they can act to change world events.
Every generation brings something special, shaped by its times. Gen Z may seem hard to work with. But understanding how they grew up shows they have much to give.
Blink 2 – Dispelling the Gen Z myths
Our brains like to take easy paths. When we find something new or strange, we quickly put it into simple groups without truly looking at everything. And right now, this way of thinking means we are missing something important about Gen Z workers.
Older generations have made up many wrong ideas about these young employees. There are six wrong beliefs that stop us from seeing them as they truly are. Let’s look closely at these wrong ideas.
First, there’s the belief that Gen Zers don’t listen because they just don’t care. Now – let’s be honest – this is probably true for some of them. But for many others, that’s not the case. They care deeply – just about different things. Their ideas about work have changed. What we see is not that they don’t care, but that they have new and different main goals.
Second, we say they feel like they deserve things and are lazy. We think they have never had real problems. Yet every generation has been called “entitled” by the one before it. Gen Z just happens to be the newest in line. They pull away from old work ways not because they are lazy, but because they see these ways are not useful anymore.
The third mistake we make about Gen Z is to think they don’t trust leaders because they read fake news. The truth is, you don’t need false information to see when leaders don’t do what they say they will do. Gen Z has seen a lot of that themselves.
Our fourth wrong idea about Gen Z is that they are weak, and it’s all because of social media. Screens play a part, but we are not seeing what we did. Older groups made a culture where young people were protected instead of being ready for problems.
Fifth, there’s the idea that they won’t do boring work and are not loyal. The truth? They will show great loyalty if you are loyal back to them. Build real connections. Help them grow. And you will see them work extra hard.
Finally, our sixth wrong idea is that they simply don’t want to work. Have you ever had a Gen Z employee leave work exactly at 5pm, every day? They might be hurrying to a second job to help pay for their home. What these workers actually want is fair pay and good work conditions – this is a fair request.
When we stop believing these wrong ideas and truly get to know Gen Z workers, something amazing appears. Think about this: research from ZenBusiness found that 75 percent of Gen Zers want to start their own businesses full-time. That’s a very high level of wanting to succeed and take action.
These new workers feel more able to act and make changes compared to older groups. They are good at solving problems and like to tackle hard tasks right away. When they see a problem, they quickly start looking for ways to fix it. And their dedication to helping groups who are not often heard and making important social changes? It’s better than anyone else’s.
That’s a lot of strong skills waiting to be used. The question for leaders is not whether Gen Z has value. It’s whether you are willing to make a place where their good qualities can grow well.
Blink 3 – Engagement
Surely one of the amazing things of today is Wikipedia. It’s an interesting online project where everyone builds knowledge, but no single person owns it at the same time. No one person controls it. No main power tells what is kept or removed. It’s always changing, always growing, and hopefully getting better with every change. And here’s the thing: this is the world Gen Z grew up in.
So when you’re trying to learn how to keep Gen Z staff interested and keen to work – which, let’s be honest, makes many business leaders worry – think about Wikipedia. It’s a guide for how to do things.
Leading Gen Z means you can’t just use your job title to lead. You need to lead by earning their trust, not just because you are the boss. They need to truly have a voice in how work is done. And you need to connect with their feelings, not just for work tasks.
Here’s a useful plan that really works: the three-step planning approach. It starts with napkin conversations. These are first talks where ideas are still new and anyone can add thoughts. Nothing is decided yet. Leaders then secretly choose the best ideas that came up.
Next come whiteboard conversations. Now there’s a direction, but important people can still suggest changes – but not big, basic ones. The plan is going forward, but the path is not fully set.
Finally, you reach slide deck conversations. The presentation is basically ready. People can suggest small changes or make it look better. But not everyone gets to vote on which suggestions are used.
Why does this work so beautifully with Gen Z? Because people like to support what they helped to make. They feel involved during the whole plan, even though team leaders still have the final say. People work together, but it doesn’t become messy.
But, sadly, this alone won’t keep them forever. For Gen Z, their career doesn’t go straight up like a ladder – it’s more like jumping from one thing to another. So what else can you do?
Think about creating small, short-term projects within the company. Offer training across different teams and let them move to new roles every few months. Set up special areas where staff can start small projects to fix certain problems.
Give them true freedom to choose how and when they work. Offer remote work options or working four long days instead of five normal days. The pandemic changed what people expect from work forever. Accepting this new way means accepting Gen Z.
And perhaps most importantly, try to listen with an open mind, ready to learn. There’s a strong idea here: talk like you are sure, but listen like you could be mistaken. When younger employees feel truly important and listened to, they will naturally be more interested.
Blink 4 – Creating a safe space
According to McKinsey research, more than half of Gen Z say they have been told by a doctor they have a mental health problem or received help for it. That’s higher than any older generation. As an employer, you’re in a difficult and risky situation. Many Gen Z employees simply won’t show up if they are not feeling their best that day. So how do you help them with their needs while still having a good business?
Start by understanding their story. Imagine being 12 years old and using social media a lot. That’s Gen Z’s reality. They developed a strong fear of missing fun things – FOMO. And they had a just as strong fear of making mistakes – FOMU. Every post, every like, every comment became a possible reason for worry.
Then came the pandemic during their important years as teenagers. Quarantine. Masks. A feeling of being scared and wanting to avoid people everywhere. When you combine social media’s constant pressure with pandemic isolation, it’s not surprising at all that many Gen Zers have problems with worry. They are not good at talking to people, and they trust leaders less.
So what’s your move as a leader? First, understand what type of talk you are having. Sometimes talks about mental health are just about facts. They are simple details about taking time off or getting help. But often they are full of strong feelings. When you’re unsure, answer your young employee’s question with a question. Watch how they move and speak carefully.
If the conversation becomes emotional, be honest, but also give them hope about themselves. That balance is very important. And here’s where things get interesting: you’ll want to feel for them, putting yourself in their place and truly feeling what they feel. But don’t stop there. Empathy means feeling their sadness; compassion means helping them get better. As a leader, you’re not just saying you see their problem – you are giving them what they need to beat it and become stronger.
On a company level, there’s a useful plan you can use, and it has four main points, starting with M. Help them make margin in their day. These are blocks of time for quiet and simple things. Tell them how important it is to move. This means actually getting up, walking outside, or playing sports. Show them ways to be mindful. This helps them focus on the present moment. And perhaps most important, talk about ways to manage stress and worry: use social media less, see a therapist, or think about medicine if needed.
By helping Gen Zers help themselves, you’re not just being kind – you’re building a stronger connection. And in the end, you’re building a team that can deal with problems better.
Blink 5 – Power skills
Many Gen Z workers seem very confident. Hand them a smartphone and watch them find answers to almost any question in seconds. It’s amazing magic. But look deeper, and you’ll discover something surprising – that confidence is often not real.
Gen Z haven’t had chances to try things and fail in real work situations. As a result, they’re missing very important skills for working with people. Back in the 1960s, the US Army first used the name “soft skills” for these abilities because they didn’t need machines. But let’s call them what they really are: power skills. Because these are what make good workers different from truly great workers.
So how do you develop these skills in your Gen Z team members? There’s actually a clear way. Start with conversation – talk about a power skill to introduce it. Pictures often help people understand faster. Next comes demonstration. Gen Zers need to see the skill being used. This could be a mentor showing it or watching someone who uses it well.
Then you move to application. They need a safe place to try it – maybe by acting out situations or trying things with team members. But here’s the important part: trying it out can sometimes lead to mistakes. That’s why evaluation must follow. You check how they practice, helping them learn from both good results and mistakes.
Now, there’s a common worry for Gen Z: What if the skills they’re learning today become old and useless as AI gets better? It’s a real worry because AI is doing more and more jobs that people used to do.
But some power skills are actually becoming more important, not less – for leaders today, and the leaders of tomorrow. Think about being real and open. AI systems are made from human ideas and can’t give the real human connection we all want. Having these qualities means no one can replace you.
In general, being smart about feelings is becoming very important. People who can understand what people are feeling in a group, handle feelings when talking to others, and know their own feelings? They make teams that are close, trust each other, and can deal with problems.
While AI is very good at answering exact questions – “How do I become a better listener?” or “How should I approach this budget problem?” But someone still needs to find chances for growth first. Someone has to watch their team and see where they can improve.
And being able to change? That’s becoming very important as AI changes and takes over new areas, changing work in ways we can hardly think of.
If you can develop these skills yourself and help these skills grow in your whole team – young and old alike – you’ll be ready to deal with any problems that come up in this fast-changing world.
Final summary
The main idea of this summary to The Future Begins with Z by Tim Elmore is that Generation Z arrives at work with great potential. But they often don’t have the emotional maturity that older generations learned from real life. This is because they saw too much information but didn’t have enough real problems to solve.
The key to using their energy to start new things and their skills to fix problems is to lead by earning trust, not just because you are the boss. Create flexible places where Gen Z can truly help make choices. Help with their mental health problems with kindness that gives them tools, instead of just feeling sorry for them. And work on building power skills – being real, understanding feelings, and being able to change – which AI cannot do. Understanding their special way they grew up changes work problems into good chances. This helps both Gen Z staff and your whole team do well in our fast-changing world.
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Source: https://www.blinkist.com/https://www.blinkist.com/en/books/the-future-begins-with-z-en