Motivation, Transaction, and the Independent Gap: What I’m Seeing in Emerging Leaders (Gen Z)
(a.k.a. “That’s Not in My Job Description”)
We keep hearing that Gen Z is lazy, entitled, and soft. Let me start by saying: the same things were said about Millennials. These conversations always seem to show up when a younger generation refuses to play along with a system they didn’t create and don’t believe in.
Is that laziness, or discernment?
So, I want to talk about what I think is actually going on.
The Transactional Culture
I don’t think Gen Z is lazy. I don’t think Millennials were either. What I do see is a generation that’s only motivated when something real is on the table: a raise, a promotion, meaningful feedback. And if that’s not guaranteed? Their energy drops. It's not a character flaw, but a shift in the social contract.
This generation watched their parents, and older colleagues burn out for companies that didn’t reward loyalty, as did Millennials. They grew up in the era of layoffs, unpaid internships, and “just be grateful to have a job.” So why would they go above and beyond for a system that hasn’t proven it will do the same for them?
This is the consequence of tying everything to productivity and performance targets. If the team hits their goals, but the organization doesn't follow through on its end with raises, promotions, development, even basic recognition, what exactly has everyone now been taught?
The Independent Gap
Here’s what else I see: a real struggle with ambiguity.
It’s not that young professionals aren’t smart, they’re incredibly sharp. What’s missing is muscle memory for unscripted work. The kind where no one gives you a playbook. The kind where you have to take initiative without waiting to be told.
Why? Because a lot of their early experiences were built to prevent exactly that.
Over-scripting of school and work
Their time in school and often, their first jobs were so rigidly defined that anything outside the lines was treated as a risk. That makes it hard to learn how to move when the path isn’t already mapped out.
Fear of getting it wrong
Organizations love to talk about innovation right up until someone makes a mistake. Instead of turning it into a teachable moment, some workplaces go straight to discipline.
Example: A new hire suggests a small process change during a team meeting and gets pulled aside after. The message? Stay in your lane. Calm down.
No room to figure it out
This one ties it all together. A lot of managers don’t leave space for new team members to learn through doing not because they don’t care, but because they report to someone too. If their direct reports mess up, they take the hit. So instead of developing new talent, they protect themselves.
And just like that, you’ve got a whole team trained not to think independently.
So, no, we’re not teaching independence. We’re just teaching compliance with better(?) PR. And then we have the nerve to blame Gen Z when they behave exactly as they were conditioned to! Yikes!
This culture of constant metrics and transactionality? That’s not their fault. That was built by organizations. And it’s on those same organizations to take accountability for what it’s produced.
So, What Now?
I know this all may have sounded harsh, but it’s coming from a place of wanting better for everybody.
Gen Z is brilliant. When they’re supported, trusted, and mentored well, they show up strong. But you can’t expect creativity and ownership from people who’ve never been given the space to take real initiative without fear.
And no, it won’t happen overnight. The conditioning runs deep. But if we want better outcomes, we need to offer:
- Real trust
- Clear expectations
- Mentorship that doesn’t just manage, but develops
I get that leaders are stretched too. Trying to hit KPIs, interpret confusing mandates, support entire teams without burning out themselves. I’ve been there. But here’s the thing: You can’t build independent thinkers in systems that are built for control.
So, it’s time to shift.
Questions
- What happens when we trade constant oversight for guided trust?
- What might we unlock when we stop exclusively rewarding compliance and start supporting real growth?
Thanks for reading! Tell me if I'm off the mark here or if you agree. I'd love to hear from you!
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