Why do new generations tend to avoid managerial roles?

A few days ago I started an exercise: to experiment and reflect together with the people who follow me on corporate questions. Not to bring an answer, but, on the contrary, to build shared reflections that can bring value.

A follower asked me this question as an invitation to build a shared reflection: What do you think about the new generations avoiding management roles? Because they are too stressful and promotions are no longer seen as synonymous with success, but as a greater workload.

Here are my thoughts:

My first approach to this phenomenon was a few years ago, at a strategic retreat I was leading for a multi-Latin company. Its founder had hired me to understand what was going on with his management team and, above all, with the next levels of the organization. The challenge, according to him, was to solve their communication problems.

Over the years as a consultant, I have found that in 80% of the cases in which a client hires me to solve a problem, it turns out that what he thought was the problem was actually a symptom. This time was no exception. After a thorough analysis process, we found a structural problem in his firm: his third levels didn't want to be managers, and his second level couldn't find lines of succession. More than a communication challenge, they had a generational challenge. The hardest thing for this founder was to realize that his children did not want to continue his legacy either.

But this client's story is only a symptom of a much more complex sociological phenomenon, and reflects a transformation in the priorities and values of the new generations. Let's analyze this phenomenon with some data to give us an idea of the magnitude of the problem.

In 2020, Boston Consulting Group published a study(The End of Management as We Know It) in which it found that only 9% of non-managers wanted to become a manager. This figure is complemented by the most recent study by the British consulting firm Robert Walters, which, with a sample of more than 2,000 employees, found that 52% of Generation Z respondents preferred to avoid leadership and management positions.

The kindergartens, schools and universities in Colombia, for years, were announced the arrival of a demographic transition curve that would impact the birth rate, initially affecting the upper strata. This would mean, consequently, fewer children and young people for the country's private educational offerings. Many did not adapt and today we are seeing thousands of schools and kindergartens closing in Colombia. This example is relevant because, if we do not get organizations to start reflecting on the potential impacts on their strategy and operating model, the day will come when, when they feel the blow, it will be too late. This figure is a chronicle of a death foretold: a leadership crisis that will soon explode if we do not begin to rethink how we transform our leadership and management models to deal with this phenomenon.

The first questions that Carlos Andrés Ortiz Amórtegui asks himself in the face of these data is: is it only a generational issue? Is it more accentuated in generation Z?

Are there differences in values and expectations between generations?

Of course, I see it in my home and in my environment every day. My dad, Baby Boomer generation (1945-1964) Baby Boomer (1945-1964)grew up in a hierarchical environment, with a lot of stability, where it was common to hear phrases like: "I owe everything to this company. I started as a messenger boy and ended up as president, how could I not be loyal?". His idea of success was clear: stay many years in the same company, rise and reach the top with effort, long hours and a lot of obedience.

Then came us, the children -GenerationX and some Millennials-, with a different outlook. We experienced the economic opening, the need to move to find opportunities, and we began to talk about the famous "work-life balance", although in practice we are still burdened with the idea that we have to give everything.

My students today, especially the younger ones of generation Z, come with a different chip. They do not identify with the logic of "making a career" in a single place, they do not want to be bosses like those of the past, they do not conceive of leadership as a figure of power. They talk about purpose, mental health, flexibility as a condition, not as a benefit. Many have been through several jobs before 25, and if they feel that an environment doesn't listen to them or doesn't bring them in, they leave. GYM time, yoga and other elements of balance are not a luxury, they are a must. More than brands, they are looking for mentors; people who inspire them... people who teach them. In fact, they understand feedback from a mentoring logic. They love to feel included, listened to, valued.

Do you want to lead generation Z? You have to pay the price: time, presence, genuine dedication to their development. They are not expecting brilliant bosses, they are looking for human leaders. What will my daughter be like (she is currently a year and a half old)? What will her relationship with work be like? What will she expect from her bosses?

How do we lead?

Bring out the best of your talent in limited time:

"These new generations don't want to wait in line anymore, they want it all now" (hahaha!), which is a complaint I hear often from old guard managers, I always respond: instead of fighting a global trend, ask yourself this - if on average a Generation Z person is going to be in your organization between 2 and 3 years,how do you leverage that roaming talent within that time limit to bring out their full potential? Think about building a funnel, like in marketing: you know that out of 10, maybe you will only keep one, but you have to design the path so that that one wants to stay... and wants to lead. How do we imagine that funnel? Around what categories? Do we evaluate them with a ninebox (potential vs. performance) and do we use the same funnel to get the best out of them?

Culture must evolve:

I am not talking about changing organizational values, but about something much more challenging: making those values be lived on a daily basis, in coherence with the new expectations of generation Z. It is not enough to have them written on the wall or in the welcome manual; they must be translated into real practices, decisions and dynamics. A classic example is that of Ray Dalio and his famous "meritocracy of ideas", implemented at Bridgewater. This practice is based on a simple but disruptive premise: in an organization, anyone - regardless of position, seniority or age - can contribute value if their ideas are relevant and strategic. What matters is not who says it, but how well founded the idea is and how much it contributes to the common purpose. This logic connects deeply with Generation Z, which does not automatically recognize hierarchical authority, but does respect authenticity, consistency and the ability to listen. When they feel heard, when they know their voice has a real place in the conversation, they become active. The traditional leadership culture based on "command and control" no longer resonates with the younger generation.

Differential benefits:

I have come across very homogeneous benefit schemes over the years. If you have children, we help you with a percentage of the school, family day, and similar activities. But the concept of family has also evolved. And as I mentioned before, the birth rate in Colombia is starting to show important decreases. Benefits, then, should be structured around the differential needs of age groups. Vouchers for daycare... but for pets? Vouchers for GYM, bicycles or tennis shoes for runners? Support for veterinary insurance for animals? (Ridiculous as it may seem, one of the sectors that has grown the most in recent years is that of animals, specifically the cat segment).

I'm not saying that we should redesign the entire benefits system around Generation Z, but we should accept that while some value educational benefits for their children and plans focused on the traditional nuclear family, others are at another stage, with other priorities, another definition of well-being. And, the most curious thing is that in a few years, the Z's of today will be the Millennials of tomorrow... or the baby boomers of the future. And they will probably look at my daughter's generation with a certain disdain: "How about these new generations?

The benefits conversation must be evolutionary, without judgment. Today more than ever we need empathetic dialogues that inspire. We are not in the business of judging whether what new generations want is morally acceptable. We are in the business of connecting new generations with organizational purpose and needs. That is the real challenge of leading with meaning in times of change.

Mentoring:

Generation Z does not want to be told how to be, but to be accompanied to discover how to contribute from what they already are. That is why traditional mentoring - hierarchical, unidirectional, based on advice from "experience" - does not work with them. This generation needs mentors, not molders.

Mentoring for Gen Z should start from a voluntary, not mandatory, logic. Forcing a young person to meet with a manager they don't admire just because "it's their turn" destroys trust from the start. What does work is to create mentoring networks based on common interests, professional challenges and real affinities. For example, pair a young analyst with a passion for social innovation with a senior leader who is transforming ESG processes.

Moreover, mentoring with this generation must be bidirectional. Gen Z has a lot to teach: new technologies, cultural languages, agile ways of working. The mentor must be willing to listen, not just talk. This openness generates mutual respect and breaks the generation gap through empathy, not correction.

Finally, mentoring must be anchored in real challenges, with visible impact. No abstract conversations. Gen Z wants to solve problems, advance projects, face dilemmas. The ideal mentor is one who accompanies without invading, guides without imposing, and offers feedback without judgment. This is the leadership that this generation is willing to follow.

Career Plans

For Generation Z, "making a career" no longer means climbing a pyramid. It means growing in multiple directions, at their own pace and without losing their authenticity. This generation wants to learn, contribute, lead... but they also want to travel, take care of their mental health, have a social impact or launch their own project. If the only development path is to become a boss, they simply won't take it.

Career plans should be customizable, horizontal and transparent. Show from day one that there are paths to growth.

Generation Z loves innovation but hates hierarchy. That's why the most effective career plans with this generation are those that allow for rotations, role exploration, and shared decisions about one's own development. They want to feel that their voice counts even when designing their professional future within the company.

Some questions that I still have that I would love Carlos Andrés Ortiz Amórtegui or anyone else in this community to help me explore:

1. Are we - as leaders - prepared to guide a generation that no longer wants to be guided, but inspired?
2. What if instead of resisting Generation Z's new work models, we used them as catalysts to transform our organizational culture?
3. Are we really ready to lead in the new era of artificial intelligence... or do we need to leverage more on Generation Z, who being digital natives could be our best ally in that transition?

I explored these articles for our conversation(I do not put the links because I understand that the algorithm punishes links that redirect, but with the name of the articles you can search for them.)

1. Beauchene, V., & Cunningham, M. (2020, May 20). The end of management as we know it. Boston Consulting Group.
2. Robert Walters (n.d.). Act like a start-up and recruit the best talent.
3. Forbes Colombia (2023, May 2). How Generation Z is revolutionizing the world of work.
4. Mercer (2024). Global Talent Trends 2024-2025.

‍