There’s no shortage of posts on social media painting the younger generation as lazy, entitled, or impossible to manage. But let’s take a breath and look at this properly.
First off, let’s bust the myth that this is something new. Every generation, for the past hundred years (and likely much longer), has looked at the one coming up behind them and said, “They’re not as hardworking as we were.” It’s nothing new. It’s just history repeating itself.
So why does it feel like a bigger issue now?
Well, social media plays a huge part. In the past, these were the sort of grumbles you’d have over a cuppa with a mate or at the pub after work. Now, those small conversations can go global. Algorithms push content that confirms your views, so you end up in a bit of an echo chamber—surrounded by posts that reinforce your frustrations. And that can make it easy to lay the blame at the feet of an entire generation, rather than looking at what we can do to solve things ourselves.
We’ve moved from local, face-to-face discussions—where different views and healthy debates could be part of the mix—to a worldwide bubble of “people who think like me.” And that, in itself, is a whole other conversation.
No, the younger generation isn’t inherently lazy. They’re just different, and society has changed. A lot.
Think about what life was like 50 or 60 years ago. Most people started in a junior role or an apprenticeship, stayed in the same job for years, maybe moved up the ranks, then retired. You got to know how the company worked, what was expected of you, who to impress, and how to play the game. That system doesn’t really exist anymore—not for most people.
Job stability isn’t what it once was. Careers are more fluid. People switch companies more often, sometimes even switch industries altogether. But many businesses are still being run by those who came up through the old system—and it’s easy to see why there's a disconnect.
Add in the rapid changes in tech, the growing size and diversity of our communities, evolving social expectations, and the pace of modern life... and it’s a lot. It’s no wonder we’re all adjusting.
The problem is, we often judge others based on how we were taught to work—not how we actually work now. Many younger workers have grown up with smartphones, the internet, and instant access to information. So when they enter a workplace that still runs like it’s 1980, of course it feels archaic.
That’s where the cultural clash kicks in.
You’ve got newcomers with varied experiences, hopping between industries or companies, alongside others who’ve stayed put and learned one way of doing things. The latter are often working within systems shaped by the expectations of older generations—things like staying late, following the chain of command, or never challenging the norm.
Back in the day, being a “good worker” meant showing up early, staying late, keeping your head down, and doing what you were told. That was seen as being loyal. Being a team player. You got rewarded for that. And management often took a top-down approach. Thankfully, employee rights have come a long way since then—but some companies still operate with those outdated mindsets, often without realising it.
Now, add in the fact that people are working longer, staying in leadership roles longer, and keeping those legacy structures in place. Meanwhile, society has evolved dramatically in the past 30 years. Many businesses simply haven’t kept pace.
And the younger generations? They’ve lived through all that change. From the pandemic—which shifted education, work, and social interactions—to the explosion of remote work and the rise of AI. It’s no wonder things feel different.
Some of these younger employees missed out on key social experiences during the lockdown years. They might not have developed the same office etiquette or confidence in face-to-face communication. And with hybrid or remote work, there’s less chance to shadow someone or pick up those unspoken norms. No watercooler chats. No casual “have you tried doing it this way?” moments. We underestimate just how much we learn from simply being around others.
But what they have learned is how to use technology. They’ve grown up with it. And while some businesses are still clinging to “the way we’ve always done it,” others are realising that things need to change—not just structurally, but culturally too.
So, do they not want to work?
No. That’s not it. They just don’t always understand why we expect them to work the way we do. And that’s the real issue.
We need better conversations—not just instructions. Conversations that explain the “why” behind a process. Conversations that help us understand where they are coming from too. It’s like we need a translator between generations.
And yes, I talk about communication all the time—but that’s because it matters. It’s everything. If we want teams that work well together, we need to build those bridges.
Leaders and managers need to rethink the old-school approach. And at the same time, help younger team members develop the communication skills that help them thrive in the workplace. Both sides need support.
And one more thing we have to talk about—ego.
We’re not always right. There’s rarely just one “right” way to do something. Some ways work better than others, sure. But real progress comes from allowing others to question us, and to question the systems we’ve built.
That doesn’t mean handing over the reins to someone with no experience. It means creating space for healthy debate. A culture where people are encouraged to speak up if something could be done better. That’s how we become more effective—and more efficient.
At the end of the day, we’re not looking for people to work harder. We’re looking for people to work smarter.
Let me say that again: we’re not asking anyone to work harder—we want them to work smarter. And the only way to get there is through honest, open conversations across all generations.
So talk to your team. Explain what matters, what can’t be missed, why something’s important, and how it affects the wider business. That context is gold—it helps people understand your perspective, and it helps you understand theirs.
If you’re not confident with technology, that’s okay. But trust the people who are. Let them help build processes that work for everyone—you included. The result? A smoother, more productive workplace.
Sure, there are people who don’t want to work. But let’s be honest—that exists in every age group. It’s not a generational thing. And as a manager, you’ve got to be able to tell the difference. If someone doesn’t want to get on board with the goals of the business—well, that’s when it’s time to have those tougher conversations. And yes, sometimes people need to move on.
But first, talk. Ask questions. What’s holding someone back? Do they need support? Different tools? Training? A fresh approach? There are so many possible reasons someone might be struggling. And the only way to uncover them is through conversation.