Last summer, I hired an 18-year-old intern to help manage my social media. Three weeks later, she sent me a text asking for a raise because she needed money to pay for car insurance. I was stunned. I couldn’t imagine asking for a raise after only three weeks on the job, especially for a personal expense. Needless to say, I declined her request.

Since then, I’ve heard similar stories from leaders and business owners across the country.

“I’ve never worked with people like this before.”

They’re talking about Gen Z. The young professionals entering today’s workforce often seem to lack basic workplace skills. Many avoid eye contact, struggle with small talk, ask questions previous generations would never have considered asking, and don’t always understand the unwritten rules of the workplace.

But after working with thousands of emerging professionals over the years, I’ve come to believe we’re looking at this the wrong way.

This Isn’t a Gen Z Problem. It’s a Transition Problem

Some employers see these behaviors as entitlement or a lack of professionalism. I see something different.

This is the first generation to enter the workforce after years of unprecedented disruption. They experienced COVID-19, remote learning, highly structured educational environments, and fewer opportunities to develop the social skills that earlier generations learned naturally.

Think about how most of us learned to navigate work. We picked things up during hallway conversations, lunch breaks, after-work gatherings, and casual conversations with coworkers. We watched experienced professionals lead meetings, handle conflict, build relationships, and earn promotions. Nobody formally taught us these things. We learned by observing.

Many Gen Z employees never had those experiences.

Add to that the significant rise in social anxiety among young adults, and it’s no surprise that many are technically capable but socially uncertain.

They’re not less talented. They’re simply entering the workplace without the same roadmap many of us received.

Six Things Every Leader Should Know About Gen Z

1. They’re learning about real life for the first time.

What feels like common sense to you, such as greeting colleagues, making conversation, disagreeing respectfully, or introducing yourself with confidence, may be completely new to them.

Don’t assume they know. Teach them. Your role is to be a mentor, not a critic.

2. Their anxiety is real.

Research shows that Gen Z experiences higher levels of social anxiety than previous generations, particularly around phone calls, face-to-face conversations, networking, and public speaking.

When they prefer written communication or seem hesitant in social situations, many aren’t avoiding work. They’re managing genuine anxiety. A little patience and coaching can go a long way.

3. They value transparency.

Gen Z is more likely to ask why. Why didn’t I get the promotion? Why did someone else receive the opportunity? Why is this policy in place?

Those questions can feel challenging, but they don’t necessarily come from entitlement.

They grew up in a world where information was always available. They naturally expect more transparency at work.

That creates an opportunity to explain that workplaces involve nuance, judgment, timing, and circumstances that aren’t always visible.

Life is not always fair and not every decision has a simple answer.

4. They crave feedback.

If Gen Z frequently asks, “How am I doing?” it doesn’t mean they’re insecure. They grew up receiving constant feedback through grades, comments, and evaluations. Silence at work can feel confusing.

Regular, specific feedback helps build confidence, strengthen performance, and reduce uncertainty.

5. Structure helps them succeed.

School provided clear schedules, expectations, deadlines, and measurable outcomes. The workplace often doesn’t.

Many young professionals aren’t struggling because they’re lazy. They’re struggling because nobody explained the rules of the game. Clear expectations, consistent communication, and defined goals provide the structure they need to thrive.

6. Their technical skills are often excellent. Their people skills simply need more practice.

This generation brings valuable technical abilities to the workplace. What many are missing isn’t competence. It’s confidence.

The interpersonal side of business, including communication, executive presence, relationship building, and navigating workplace culture, takes time to develop.

Those skills aren’t inherited. They’re taught.

What This Means for Leaders

The most effective leaders aren’t the ones complaining that Gen Z is too sensitive or doesn’t work hard enough. They’re the ones investing in this generation.

They recognize that today’s young professionals need something previous generations often learned by accident: explicit coaching in professional etiquette, workplace communication, relationship building, and the unwritten rules of business.

That’s not coddling. That’s leadership.

When you take the time to teach a young employee how to introduce themselves, navigate a difficult conversation, build relationships, or understand your organization’s culture, you’re giving them something incredibly valuable.

You’re handing them the playbook. More importantly, you’re helping them build confidence.

And confident employees are more engaged, more loyal, more productive, and far more likely to become the next generation of great leaders.

So instead of asking, “What’s wrong with Gen Z?” Perhaps we should be asking, “What can we teach them that no one ever taught them before?”

Next week on The Confidence Code: Part 2 – Helping Gen Z Thrive: 10 Ways Leaders Can Build Their Confidence. We’ll dive into practical strategies you can implement immediately to mentor, support, and empower the next generation of professionals.