Coaching Gen Z: The New Language of Leadership 

For the first time in modern history, four vastly different generations share the workplace. How can leaders inspire the best performance from Gen Z, when their values and experiences seem to contrast with the ‘norm’?

Among the four generations currently coexisting in the corporate space, Generation Z (Gen Z) – those born roughly between 1997 and 2012 – is rewriting expectations around work, leadership, and purpose. While they possess increased digital fluency, social awareness, and a desire for authenticity, they also seek guidance, growth, and meaning.  

Michelle Moss, Director of Leadership Consulting at Signium in Johannesburg, says,

“Gen Z individuals are some of the most shapeable people to enter the workplace. While they hold strong personal values and beliefs, they’re incredibly adept at learning new skills and show enthusiasm for solving difficult problems, creatively. This gives them enormous potential as workers and, ultimately, tomorrow’s leaders.” 

Seek first to understand: Who are Gen Z?  

Gen Z’s approach to work reflects the world they’ve grown up in, which is hyperconnected, fast-moving, and uncertain. According to Deloitte’s 2025 Gen Z and Millennial Survey, 70% of Gen Z respondents reported developing new skills weekly, indicating a strong drive for growth. Yet, according to the same survey, Gen Z appears to prioritise the development of soft skills over technical skills. They believe communication, leadership, empathy, and networking are among the most valuable, followed by time management and industry-specific knowledge. 

“Unlike previous generations, Gen Z are less focused on hierarchy and more on impact,” says  Moss. “As a result, they value leaders who are transparent and inclusive, and they look for workplaces that reflect their own sense of purpose.” 

Another key consideration is that, because of the COVID-19 pandemic, many Gen Z professionals began their careers amid disrupted education and without the benefit of traditional workplace induction. Coaching can help close those gaps, strengthening their confidence, role context, and connection to the organisation’s bigger picture.  

Five coaching pillars that optimise Gen Z potential 

“Executives who are accustomed to traditional leadership styles may find themselves disoriented by this new generation,” says Moss. “We don’t have to reinvent leadership to bring out Gen Z’s best. We simply have to refine it to align it with how this generation learns, communicates, and – most importantly – finds meaning. Coaching is a powerful way to do this.”  

1. Bridge communication styles 

Connection is currency with Gen Z. They want leaders who listen, explain the why, and involve them in the conversation. Regular feedback and open dialogue build trust and reduce the communication gap often seen between older and younger employees – a gap highlighted in recent LinkedIn research. The survey found that one in five Gen Zers haven’t spoken to someone over the age of 50 in a year, while 40% of those over 55 haven’t talked to a Gen Z colleague in the same period.  

“We have these two vastly different generations who almost seem to be actively avoiding each other,” says Moss. “Whether through intimidation or misunderstanding, it creates a significant disconnect in the workplace. Finding mutual channels of communication and relationship-building is incredibly important to bridge those gaps.” 

2. Balance structure with flexibility 

Gen Z thrives when expectations are clear but not rigid. They appreciate boundaries, mentoring, and constructive feedback, yet resist overly prescriptive management. The best coaching environments blend accountability with autonomy, allowing flexibility in how tasks are accomplished while providing enough structure to measure progress. 

3. Lead with authenticity and transparency 

Having grown up surrounded by digital noise and misinformation, Gen Z can spot inauthenticity quickly. They value honesty, even when the truth is uncomfortable. Coaching should model openness by discussing business goals, sharing the reasoning behind decisions, and acknowledging challenges.  

While traditional leadership is built around the implied authority of an executive position, Gen Zers are motivated to follow their leaders when transparency and engagement are consistently demonstrated.  

4. Encourage curiosity and recognise progress 

Coaches should welcome questions and reward initiative. Gen Z employees want to understand how their work fits into a larger picture, and positive reinforcement accelerates their learning. “Recognition doesn’t always mean public praise,” says Moss. “Sometimes it’s a quiet affirmation that their contribution matters. Gen Z appreciates simple appreciation.”  

5. Create time and space to learn 

This generation’s early experiences of hybrid learning have shaped both their adaptability and their anxiety. Coaching must be patient and focused on progress over perfection. Incorporating grounding techniques, such as mindful check-ins and reflective one-to-ones, helps Gen Z coaching candidates manage stress and stay on course. 

From coached to coaching: preparing tomorrow’s leaders 

How leaders coach Gen Z today will define how this generation leads in the future. As they step into managerial and entrepreneurial roles, their values of collaboration, social responsibility, and inclusion will shape the organisational cultures to come. 

To prepare Gen Z for leadership: 

• Involve them in decision-making early  

Invite Gen Z team members to observe strategy discussions or participate in project reviews. It teaches them to think systemically. 

• Encourage peer coaching 

Giving Gen Z employees the responsibility to mentor others builds confidence and empathy, which are essential qualities for effective leadership. 

• Broaden their perspective 

Rotational assignments or cross-functional projects expose younger workers to different aspects of the business. This helps develop adaptability and problem-solving skills and ensures that each individual understands how their role fits into the organisation as a whole. 

“Gen Z has often been accused of being idealistic,” says Moss. “They believe that things can and should be better. When the status quo isn’t right, they refuse to simply accept it. This is an exceptional trait, and by cultivating leadership potential in these young people early, we can ensure that their idealism evolves into actual capability.”  

Expanding the toolkit: Coaching unlocks Gen Z potential 

Coaching innovator John Whitmore once wrote, “Coaching is unlocking a person’s potential to maximise their own performance. It is helping them to learn rather than teaching them.” 

Gen Z responds to leadership that feels more like a partnership than a hierarchy. Moss elaborates, “The general misunderstanding is that Gen Z is resistant to authority. But they simply respect authenticity and guidance over command and control. Coaching meets this need head-on. It gives leaders the tools to connect with and nurture capability in ways that align with how this generation learns and thrives.” 

For today’s executives, that means expanding the toolkit: pairing instruction with inquiry, and feedback with dialogue. The leaders who master these coaching skills will be the ones who unlock Gen Z’s creativity, resilience, and purpose – not by telling them what to do, but by showing them how to discover it for themselves.