It used to be all about the corner office and the climb. Today these symbols of achievement don’t carry the same meaning in today’s ever-changing workplace. Leaders are discovering a puzzling trend: Many Millennials and Gen Z employees seem less interested in traditional advancement paths. The reality? Millennials and Gen Z prioritize purpose, flexibility, and boundaries. This contrasts with more outcome-focused prior generations. For example, a Boomer manager might question their Gen Z employees’ ambition if they don’t answer emails after 5pm. Unpacking and understanding these motivational shifts is essential for effective multigenerational workforce management—helping leaders align incentives, manage expectations, and reduce generational friction.
Is everyone a slacker?
While Gen Z is labeled “lazy” and “unambitious,” they’re in good company. Every generation receives the criticism that they are less motivated and hard-working than their predecessors. Gen X were “slackers,” Millennials were “lazy” and “entitled,” and even Boomers heard they were “rude” and “lazy.” It seems perceptions of the newest generation don’t really change at all.
The “why” behind multigenerational workforce hustles
Assuming that younger generations lack drive is incorrect and counterproductive. Research shows Millennials and Gen Z are highly motivated. What’s changed? Motivations and priorities. The “why” behind the hustle:
Baby Boomers: Security through presence and traditional structures
- Physical presence = commitment and accountability
- Success = upward trajectory, security, and recognition
- What work-life balance?
Generation X: Independence through results-based flexibility
- Results focused, not hours worked
- Success = upward trajectory, trust, autonomy
- Work life balance = schedule control
Millennials: Integration of work and personal fulfillment
- Collaboration focused
- Success = meaningful work, personal growth, positive recognition
- Work-life balance = blending personal and professional seamlessly
Generation Z: Efficiency through technology and clear boundaries
- It’s my job, not who I am. Technology enables work from anywhere (hello, couch)
- Success = aligned company and personal values with financial security
- Work-life balance = respect boundaries, likely have a side hustle
These differences shape expectations and what feels like a logical next step for one group feels wrong to another. It can lead to conflict around meetings, assumptions around interactions, and misaligned expectations around schedules that eventually erode team trust.
Rewrite the multigenerational workforce management playbook
Writing off younger staff as “lazy” or “unambitious” doesn’t prepare your staff, future leaders, and your organization for change. We don’t need each successive generation of workers to fit the prior generation’s mold. We need staff who fit the workplace and our organization’s changing needs.
Our management methods need to evolve to fit the teams we have:
Create multiple success pathways: Not everyone wants to be a people manager. Develop expert tracks, project leadership roles, and specialist positions that offer growth without traditional hierarchy.
Emphasize learning and development: Invest in continuous education, cross-functional projects, and skill-building opportunities (especially as AI continues to seep into the workplace). Make career development about growing capability, including lateral movement, not only titles or upward advancement.
Connect work to purpose: Clearly communicate how individual roles contribute to company mission and broader societal impact. Help employees see the meaning in their daily tasks.
Keep it flexible: Remote work options, flexible hours, and results-based performance metrics show trust and respect for personal priorities.
Set boundaries: Respect people’s lives outside of work. Set norms to remove the guesswork.
Be transparent: Regular feedback, open communication about company direction, and honest discussions about career paths build the authentic relationships younger generations value.
Our teams change, our motivations vary, and our workplaces evolve. The shift away from traditional career ambitions isn’t a generational flaw—it’s an evolution. Leaders that work to create understanding and alignment around motivations within their multigenerational teams will head off intergenerational friction. Organizations that recognize this change, talk openly about the shifts, and adapt their management strategies to address them will move in step with their multigenerational workforce to create a more engaged, productive, and motivated workplace.
If you’re curious about how we can tailor strategies to improve communication and efficiencies within your multigenerational workforce, let’s chat.