Leading Generation Z? Don’t think about “what”, think about “why”

I bet you remember when Nike first started using their catchphrase: “Just Do It!” It was 1988, and this logo could be found everywhere. It was a challenge to work, to take initiative, to take risks, to move forward even when it was difficult.

After 37 years, Nike is reintroducing this famous rallying cry to Gen Z, but tailoring its message to the Gen Z mindset: “Why do we do this?” It is dedicated to meeting young athletes where they are, where success is a decision, not an outcome.

Why update?

The first slogan in 1988 was directed at Generation From greedy corporate leaders to unethical evangelists and corrupt politicians, Generation X has become cynical about it all. Many were apathetic, and broke away from the establishment. They needed a call to action. Well, their offspring – Generation Z – are the apple that didn’t fall far from the tree. They are a generation that needs a “why” before they get out. Millions have become exhausted. Nicole Graham, Executive Vice President and President of Nike marketing “With ‘Why Do We Do It?’ we ignite that spark for a new generation, challenging them to step forward… and discover the greatness that unfolds the moment they decide to start,” says Officer.

Nike also practices smart messaging.

Consider this. Generation Z has grown up with a smartphone, not just a cell phone. They are vulnerable to the flaws in leaders, and are often disgusted by the lack of transparency they see in them and their organizations. Young people have Social media And see everything. This led to the masses being angry with them anxiety. I believe leaders must understand a vital truth to dealing with them: they need a reason.

Then and now

In the past, employees felt satisfied if managers simply shared what needed to be done in a clear way. Just give them the task and they will comply. With Generation Z, it’s different. We must share the “why” behind the mission if we hope to engage them. For some, they need a “why” because they know too much and need to be convinced that it is worth stepping in and getting involved. As for others, they need the “why” because they know little. They’ve never had a full-time job before and need a boss to explain to them why taking a certain action is important. Either way, I suggest you don’t think about the “what,” but rather think about the “why.”

No one understands this better than Todd Lane of Cox Enterprises. At Cox, he oversees an initiative called LEAD. It provides opportunities for young professionals to learn new skills, collaborate with their peers and contribute to the great work their teams do on a rotating basis. “We at LEAD have prepared hundreds of them to lead over the past decade,” Lee said. “Eighty-five percent of them are right out of college.”

Recently, he and I discussed the power of “why” in his interactions with them. When Todd gave Gen Z a chance to give him feedback, they jumped at the chance. Many of them said: “We get frustrated when you put us in jobs we don’t like. Why do you do that?” Todd took the time to explain that this is because Cox wants to develop leaders who represent a full range of diverse skills. They are in the preparatory season. It makes it more attractive and marketable for promotions.

Their response? “That’s all we need to hear.”

When teammates understand why…

• It improves employee engagement. Knowing the “why” behind a task helps them see the big picture, and motivates them to invest more time and energy.
• It enhances better decision making. When people understand the desired outcomes behind a project, they make wiser choices in light of those outcomes.
• It increases employee ownership. This may be the most important reason. When they buy into both the “what” and the “why,” they “own” their job rather than “renting” it.
• It deepens them creativity. Knowing the why allows employees to gain insight into new and better ways to achieve the goal. Their creativity is unleashed.
• It enables better problem solving. Since they are aware of the desired results, it encourages them to become problem solvers at work, which is a rare skill.

Another recent graduate started working at Cox, but organization was not his strength. In the next cycle, it was transferred to the product administration To further develop this skill set. It was hard, he didn’t like it, he said it over and over again. But Todd kept encouraging him, saying it would make him much better at anything he did in the future. A year later, the young man told Todd: “This has been the greatest year of growth for me. Thank you.”

But – he needed a ‘why’.

Todd told me he loves mentoring these Gen Z. When they start, they receive a month of training – including a lot of “whys.” After that, they enjoy regular meetings together that address work issues and professional growth. In their development sessions, they constantly hear the “whys” behind tasks and positions. It’s a great way to get them involved. More than 50 of these young people are now directors or managers in their team. Todd added that his greatest compliment is receiving regular emails from hiring managers at Cox saying, “Hey Todd, I want someone from your LEAD program.”