The Match between Gen Z and Humanistic Leadership
Today, the Gen Z workforce, comprising a significant 32% of the global workforce, is a force to be reckoned with.
Gen Z, with its unique set of expectations, is a workforce that demands attention. They bring to their work a distinct set of expectations that set them apart from their predecessors.
They demand flexibility, a key factor in attracting and retaining top talent in this dynamic and competitive job market.
They want the opportunity to collaborate, receive real-time feedback, and use the latest technology.
Like their predecessors, Gen Z seeks career development opportunities. However, they also prioritize finding meaning and purpose in their work, even if they can’t articulate it clearly. They also value work-life balance, which they define as a clear separation between work and personal life. While I respect this perspective, I believe that once they find work that brings them joy, the need for work-life balance will naturally diminish, leading to a more harmonious life and work balance.
The mindset of humanistic leadership is not just a good match for Gen Z; it’s a necessity. This approach not only fosters personal connection, growth, and collective partnership at work but also aligns with the values and expectations of Gen Z. As we look to 2024, when Gen Z will wield nearly 42% of global purchasing power, it’s clear that companies with a humanistic mindset will be the most attractive to them, paving the way for a more harmonious and productive work environment.
Now, more than ever, a fresh approach to leadership is not just a choice, but a necessity for our sustainability and the growth of our younger generation. The alignment of Gen Z and humanistic leadership is a promising match.
What matters most
Profit is essential, but what matters most is how profit is achieved by running over people or working with people so that they feel vested in the organization.
When you lead people well, the metrics take care of themselves.
The human in humanistic leadership
It is the third tier in the humanistic leadership model after self-awareness and systems thinking. The mindset of the model is that to lead oneself and others, one must have deep self-awareness, which is the foundation of humanistic leadership. This self-awareness allows us to understand our own strengths and areas needing development, and how they impact our interactions with others. It is followed by the ability to be a systems thinker and view things holistically.
So, what is the third tier in the humanistic leadership model? It’s about being humanistic.
But what does that really mean? It means treating others like you like to be treated.
Being humanistic means often putting yourself into the perspective of the other person. It’s about treating others with respect and as unique and different individuals with their own ideas and opinions, without judgment. Once you master the art of being humanistic, you can contribute to a better world, a healthier mental state, and more harmonious relationships. It’s a collective effort, and we all have the power to help and be better to each other, making the world a better, more sustainable home for all of us.
What is the Difference between Managing and Coaching?
A manager’s role is vital. Managers need to pay attention to the bottom line and check on the following:
Are activities on track to meet current goals?
Is everyone clear on the objectives?
Has the budget been met?
Are current plans sufficient to meet changing demands?
Have customers’ needs been met?
And yet, managing effectively only sometimes makes you a great coach. To understand the difference, consider this example: Imagine a bus with a sports team driving to a game. The bus driver, aka manager, has to ensure the team reaches the destination on time. Along the way, the driver checks that everyone has a seat belt fastened, that people are not making too much noise, and that everyone stays in their seat. The driver/manager needs compliance and people to understand and follow the rules to ensure a safe and productive journey.
The coach has another role on this trip. The coach must ensure that the team is comfortable during this long journey and that players sit with those they enjoy. The coach worked hard to prepare everyone for this game. The coach wants to ensure everyone’s needs are met during the trip. The coach knows what to expect. The coach is always ready to listen to questions and/or feedback during the drive. Before the trip, the coach had many practices with this team. The coach worked hard to get to the point where everyone had the right idea of what to do. Given a choice during the trip, this coach was more focused on observing and giving feedback than rigid and one-sided evaluations.
Without the driver, the bus wouldn’t arrive.
The players wouldn’t be prepared to play at their best without the coach.
Both managing and coaching are not just required, but crucial for this team to win the game. Each role, with its unique responsibilities, contributes significantly to the team’s success, underscoring the importance of every individual’s contribution.
And of course, in the Humanistic Leadership model, the third essential skill is leading, enabling inspiration and selling tickets for the bus trip:)