Dear Madeleine,
I think I have a generational disconnect going on. I am a millennial (though I was born in 1981, so many people think I am GenX) and I supervise a lot of young people right out of college—classic GenZ people.
I am really struggling with this notion of privilege. When I was a kid, privileged basically meant people who had special advantages and tended to be oblivious about how much easier that made their lives, and how easily opportunities fell into their laps. To me, anyway, it almost always meant wealth.
Now, however, the term privilege seems to be used pejoratively about anyone who has something that somebody else doesn’t have. I feel like the young people I supervise are always looking around for things they see as unfair or offensive.
Just last week, I was explaining that a big project had gone to another group. Someone said the reason we didn’t get it was that the other group’s supervisor has a friend on the executive team. I replied that the choice was made because it is a global project and the other team has a lot more members on the East Coast, which makes the multiple time zones easier to manage. Some people seemed mollified, but others doubled down on their discontent.
My point here is: who cares? There are plenty of projects to go around, and there is no value whatsoever in investing in the whys and wherefores of how decisions get made. I don’t understand the knee-jerk reaction to assume that when someone else gets an opportunity you wanted, it is for a nefarious reason. It seems as if young people automatically assume the game is rigged and they will always be on the losing end.
I keep reiterating the only thing that matters is that we work hard, stay out of trouble, and produce good work. At least in our organization, my experience tells me we are created equal. If we strive to be competent and keep our commitments, that’s what matters.
Am I simply from a generation that is overly optimistic? What am I missing here?
Gen Z Confusion
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Dear Gen Z Confusion,
There is a lot to unpack here: generational differences, notions about privilege, taking offense from—well—pretty much everything. I started doing some research on all of it, went down a massive rabbit hole, and got myself in a muddle. Then, to reboot my brain, I read your letter about five more times. Here is what I have for you.
I don’t think this is a generational difference. I don’t think this is about privilege. I think what you are dealing with are some individuals in your group who have developed the habit of looking for stuff to rail against. This habit is not limited to any one generation. It has probably been part of the human condition since the advent of Homo habilis—roughly 2.8 million years. For every innovative early man celebrated for figuring out how to use a stone as a new tool, you can bet there was someone throwing shade. This insidious habit is a little like pinkeye—extremely contagious and just as nasty.
This might help you better understand what you are dealing with: the behavior you are experiencing is resentment. Brené Brown (whom my colleagues and I call “Auntie Brené” because she is such a font of wisdom) says this about it:
“Resentment is the feeling of frustration, judgment, anger, “better than,” and/or hidden envy related to perceived unfairness or injustice. It’s an emotion that we often experience when we fail to set boundaries or ask for what we need, or when expectations let us down because they were based on things we can’t control, like what other people think, what they feel, or how they’re going to react.”
Atlas of the Heart, pg. 33
Some of your people are putting a lot of energy into pointing out the ways life isn’t fair. There are definitely those who will swear this is a defining feature of Gen Z, but I can attest that plenty of Boomers did it. It may be more common among the young. As people get older, they tend to develop some equanimity around the sad truth that life is not fair and learn to get on with things. At least the lucky ones do.
The question is: what can you do about it? The key is to identify the people who are infecting the whole crew and keep them from doing it.
You might start with a candid conversation with each of them, individually. As you prepare, there might be some value in understanding the part you play in the dynamic. I understand your question “Who cares?” means you don’t really care and you don’t think anyone else should, either. It is a valid point, and you are the boss, but being right isn’t going to help you here. The more you resist caring, the more resistance you will get from people who think you should care. So step one is to get curious.
You can start with some questions to better understand the grievers’ grievances. They may have some valid ones—and you might find yourself caring more than you expected to. Even if that isn’t the case, simply listening can be perceived as caring and can often diffuse negative feelings. Questions you might ask are:
- Do you think there is a lot that goes on around here that is unfair or unjust?
- How does this affect you in your day-to-day work?
- What do you think can be done about it?
- Do you think you should be getting more of something (choice projects, pay, time off, influence) that you are not getting? How might I support you in getting it?
- Do you think there is anything within my control that I should be doing something about?
- Do you see how your focusing on perceived unfairness might not be useful in group settings?
- What might be different if you focused on what is working well for the team instead of what isn’t?
This conversation alone may change the dynamic. If it doesn’t, you can make a request. Ask the most vocal grumblers to stay focused on the positive and keep their complaints limited to conversations with you so that you can troubleshoot them together.
You can also share with your entire team that you have noticed a tendency to over-focus on real or potential negatives, which bogs everything down, and you would like to experiment with how to shift it. You probably aren’t the only one to notice this tendency. You might be surprised by ideas generated by others on the team.
Consider working together to come up with a shared vision and credo for the team. It would be made up of the possibility of excellence and the team’s shared values—essentially what everyone on the team thinks is most important in terms of working well together, doing the best possible job at any given time, and what makes the team especially valuable to the organization. There might be someone on your HR or Learning and Development team who can help you conduct a workshop to do this. If you are on your own, you will find some guidance here. When the whole team has agreed on what behaviors are out of bounds, there is a much better chance you won’t be the only one having to shut down behavior that derails conversations.
Your best bet is to stop worrying about labels and treat each person on your team as an individual with a world view informed by their beliefs and experiences. Meet each person where they are. Influence them by role-modeling fairness, caring, and using any privilege you may have to advocate for those who don’t have it.
You may just win over the doom-and-gloomers to the sunny side of the street.
Love, Madeleine
About Madeleine
Madeleine Homan Blanchard is a master certified coach, author, speaker, and cofounder of Blanchard Coaching Services. Madeleine’s Advice for the Well Intentioned Manager is a regular Saturday feature for a very select group: well intentioned managers. Leadership is hard—and the more you care, the harder it gets. Join us here each week for insight, resources, and conversation.
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