The Myth of Slack
When did the workplace get so casual?
From emojis in emails, trainers at board meetings, and 'Hi FirstName!' greetings, the complaints about Generation Z's approach to professional standards can feel endless.
“They treat policies as guidelines”.
“They dress like they're going to the gym, not the office”.
“They expect to walk into the CEO’s office unannounced”.
“When they’ve done their ‘work for the day’ they expect to be able to go home. They are SLACKERS!”
But here's what's actually happening on the ground.
The same generation accused of being slack also delivered almost double the number of first-class university degrees compared to a decade earlier.
They're achieving these results whilst managing side hustles, working multiple part-time jobs and navigating unprecedented financial pressure.
This isn't a generation that doesn't care about quality. It's a generation that questions whether traditional markers of professionalism actually correlate with quality of output.
For their leaders and managers it can feel like a paradigm shift they are not ready for.
But what to do about it?
Here’s four aspects to consider.
TL;DR
Generation Z isn't slack, what presents as casualness is frequently efficiency-focused professionalism: they automate workflows, question outdated protocols and prioritise results over presenteeism.
Their informal emails and relaxed approach to hierarchy reflect Gen Z characteristics of valuing substance over symbolism and ideas over seniority. Understanding these differences is crucial for recruiting and retaining Gen Z in the multigenerational workplace.
1. The Diligence Paradox
Gen Z’s academic record is off the scale wherever you look.
The evidence is that they respond to pressure with increased diligence, not decreased effort. Degree outcomes are one measure, but also worth pointing out that they were achieved with a very significant increase in costs.
Gen Z approached their education with unprecedented seriousness precisely because the financial stakes are so high. With average student debt of £42,800, they recognise that university must deliver value. This mindset doesn't suddenly disappear when they enter the workplace.
What changes is the framework through which they evaluate whether effort is being spent wisely. The apparent contradiction between academic achievement and workplace behaviour isn't actually a contradiction at all.
It's the same efficiency-focused mindset applied to a different environment. In university, the metrics were clear: grades, deadlines, examination performance. In the workplace, when Gen Z questions whether certain protocols add value, they're applying the same analytical approach that served them so well academically. They're not being slack. They're being strategic about where to invest their considerable capacity for hard work.
2. Efficiency Over Appearance
Whilst differences within generations are always bigger than those between, I find very few young Gen Z professionals who equate visible activity with productivity.
Generation Z values efficiency but not looking busy, and this can create profound misunderstandings with managers who were raised another way.
Digital natives are more likely to invest time in automating repetitive tasks rather than performing them manually just because it fills the time. They'll use technology to streamline workflows, deploy multiple monitors for multitasking, and find digital solutions to analogue problems. To older observers, this can look like shortcuts or corner-cutting when it's actually sophisticated workflow optimisation.
If you want someone to improve a workflow in your workplace, your young staff may be the best to help.
The same efficiency mindset extends to personal appearance. Gen Z recognises that how they dress isn't a factor in whether a project will be successfully completed. When they resist formal dress codes, they're not being deliberately difficult. They're questioning the logic of a requirement that doesn't demonstrably improve outcomes.
This isn't disrespect for professional standards. It's a different definition of what professionalism means. For them, professionalism is delivering high-quality work efficiently, not adhering to conventions that feel arbitrary.
I am not saying that dress codes should not matter. But if you have one, make it clear from the outset and give your reasons for it.
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3. From formal to authentic communication
The complaint that Gen Z's email communication is 'all over the place' reveals a fundamental generational divide about what constitutes professional communication.
When they open emails with 'Hi' rather than 'Dear', use emojis, employ acronyms and sign off casually older managers interpret this as unprofessional. But Gen Z has grown up in an era where authenticity trumps formality, where CEOs share vulnerable moments on social media and where the most effective communication is clear and direct.
Anything laden with protocol moves quickly to the Too Long:Didn’t Read category or for AI to summarise.
Their informal approach signals a different communication framework shaped by digital platforms where hierarchy is less rigid. They've learned that effective communication is about clarity and speed, not elaborate formalities. When they write 'Hi FirstName!' to a CEO two weeks into their job, they're not being presumptuous. They're operating in a paradigm where ideas matter more than seniority, where contribution is valued regardless of tenure and where accessibility is expected from leaders who claim to have open-door policies.
The challenge for organisations recruiting and retaining Gen Z is distinguishing between genuine communication problems and merely different communication norms. If an email achieves its purpose but offends through informality, that's a training opportunity about cultural norms. If the informality prevents the message being taken seriously, that's a genuine problem.
The solution isn't demanding Gen Z adopt outdated formalities wholesale. It's having explicit conversations about when formality matters and why, then expecting Gen Z to adapt strategically whilst allowing their more efficient communication style to influence organisational culture positively.
4. The Deadline Dilemma: structure vs micromanagement
The complaint that Gen Z needs multiple reminders for deadlines and wants work broken down into manageable parts frustrates managers who expect self-sufficient employees.
They interpret these requests as inability to manage workload or reluctance to take responsibility. But Gen Z's approach reflects educational experiences that emphasised structured support, regular checkpoints and collaborative accountability.
They're not asking to be spoon-fed. They're requesting project management structures that deliver outcomes for everyone.
This generation recognises that good systems include accountability frameworks. When they request regular check-ins, they're drawing on experience showing that projects with built-in milestones are completed more successfully than those with only a final deadline.
They understand that communication breakdowns cause more problems than asking for clarification. They've learned that it's more professional to request structure upfront than to deliver substandard work because expectations weren't clear.
The solution isn't abandoning support structures but creating graduated systems. Young professional staff receive more guidance whilst learning to build their own accountability frameworks.
This isn't micromanagement. It's professional project management that many organisations need but haven't systematically implemented. Leaders who respond by implementing better systems rather than criticising the request will see improved performance across their entire workforce.
Remember That
Gen Z has grown up with collaboration as the way to go. Walking into your office unannounced may also be a sign that they want to work with you. Hierarchical organisation charts are often seen as inherently inefficient.
The Myth of Slack is different from the Myth of Lazy. Laziness implies deliberate avoidance of work. Slack, by contrast, suggests a relaxed approach to getting things done, reduced intensity or seeking shortcuts. Both are Myths but the issues are not the same.
If you read all this and think that your young staff are still slackers, then the chances are you appointed the wrong people. The ‘right’ people most likely saw your ad, but weren’t impressed and scrolled on.
Understanding Gen Z characteristics—their efficiency focus, feedback expectations, and collaborative approach is essential for building age diversity into successful multigenerational workplaces.
FAQ
1. Is Gen Z really more casual than previous generations, or are we just noticing it more?
Generation Z is genuinely more casual in their approach to traditional workplace formalities, but this reflects intentional choices rather than ignorance. It is not a sign that they are casual towards outcomes or expectations of their own performance. They've grown up in an era where information democratisation and results-focused work have become normalised. Previous generations were also casual in their youth but adapted to existing workplace norms. Gen Z questions whether those norms still serve their purpose.
2. How can I maintain professional standards whilst accommodating Gen Z's more relaxed approach?
You don’t need to dilute your professional standards. If you want business suits in the office, for example, you can have them. But be clear from job ad onwards and name the rationale.
Focus on distinguishing between standards that genuinely matter and those that persist through tradition. Be explicit about which protocols are non-negotiable and why (safety requirements, client-facing expectations, legal compliance etc) and remain open to revisiting others.
When Gen Z understands the reasoning behind standards, you have a far better chance of buy in. They don’t have to agree in order to follow it. The key is explaining purpose rather than demanding compliance based purely on hierarchy or "that's how we've always done it". This clarity is crucial when recruiting and retaining Gen Z talent.
3. Why does Gen Z expect so much feedback and input when previous generations just got on with the job?
This generation has grown up in a culture of constant feedback. Every purchase, article and social media post invites their input. They've been conditioned to expect that their contributions are valued and that organisations genuinely want continuous improvement.
They also recognise that the best ideas can come from anywhere, regardless of seniority. Rather than seeing this as entitlement, view it as an opportunity to tap into fresh perspectives and identify inefficiencies that longer-serving staff no longer notice.
Alex Atherton is a Gen Z speaker and generations speaker who helps organisations navigate intergenerational workplace challenges.
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