The head of Generation Z? Think “why” instead of “what”

You probably remember when Nike first started using the tagline “Just Do It!” In 1988, this tagline was everywhere. It was a challenge to act, start, take risks and move forward, even if it was difficult.

After 37 years, Nike is reintroducing this iconic rallying cry to Gen Z, but tailoring its message to Gen Z’s mindset. “Why Do We Do It?” It is customized to meet young athletes where they are, and profiles success as a decision rather than an outcome.

Why update?

The original tagline in 1988 was aimed at Generation X, young people at the time who were raw and realistic and didn’t want to hear from so many dishonest leaders. From greedy corporate leaders to immoral televangelists to corrupt politicians, Gen Xers have become cynical about it all. Many were apathetic and detached from the system. They needed a call to action. Well, their descendants, Generation Z, are the apple that didn’t fall far from the tree. They are a generation that needs a “why” before they take the plunge. Millions of people are fed up. Nicole Graham, Nike Vice President and Chief marketing “With ‘Why Do It?’ we ignite that spark in a new generation, inspiring them to step forward with courage…and discover the greatness that unfolds the moment they decide to begin.”

Nike also practices smart messaging.

Consider this. Gen Z has grown up with smartphones, not just mobile phones. They are exposed to leadership flaws and are often disgusted by the lack of transparency in leaders and organizations. Young people are social media And look at everything. This made many of them angry; I’m worried. I believe that leaders need to understand important truths in order to engage with them. That means you need a “why”.

past and present

In the past, employees were satisfied when managers simply shared what they needed to do in a clear way. Just give them a task and they will follow. For Gen Z, it’s different. If you want them to be involved, you need to share the “why” behind the task. Some people need a “why” because they know too much and need to be convinced that it’s worth taking action and participating. Some people need a “why” because they know too little. They have never had a full-time job before and need their boss to explain why certain behaviors are essential. Either way, it’s best to think about the “why” rather than the “what.”

No one understands this better than Todd Lane of Cox Enterprises. At Cox, we oversee an initiative called LEAD. In it, he offers young professionals the opportunity to learn new skills, collaborate with colleagues and contribute to the great work the team is doing on a rotating basis. he said to me: “LEAD has developed hundreds of people into leadership roles over the past 10 years, 85 percent of whom are recent college graduates.”

Recently, he and I discussed the power of “why” in our interactions with them. When Todd gave Gen Z an opportunity to provide feedback, they jumped at the chance. Some people say, “We get annoyed when you put us in a job we don’t like. Why would you do that?” Todd took the time to explain that this is because Cox wants to develop leaders who are the total package with diverse skills. They are in the preparation period. This makes it more attractive and marketable for promotion.

What was their reaction? “That’s all we needed to hear.”

When your teammates understand why…

• Increased employee engagement. Knowing the “why” behind a task helps you see the bigger picture and motivates you to invest more time and energy.
• grow better decision making. When people recognize the desired outcomes behind a project, they consider those outcomes and make smarter choices.
• Increased employee ownership. This may be the most important reason. When you agree on both the “what” and “why,” you “own” your work instead of “borrowing” it.
• it deepens their understanding creativity. Knowing the why allows staff to figure out new and better ways to achieve their goals. Their creativity is unleashed.
• It allows for better problem solving. Because they recognize the desired outcome, they are more motivated to become problem solvers at work, which is a rare skill.

Another new graduate started working for Cox, but organization was not his strong point. In the next rotation, he was transferred to the product department. management Develop this skill set further. He kept saying it was hard and he hated it. However, Todd continued to encourage him and said that it would make him much better at whatever he did in the future. A year later, the young man told Todd, “It was the year in which I grew the most. Thank you.”

But he needed a “why.”

Todd told me he loves mentoring Gen Z. When you start, you receive a month of training that includes a lot of “whys.” We then enjoy regular meetings to discuss both business issues and professional growth. And in development sessions, I always listen to the “why” behind a task or position. It’s a great way to attract them. More than 50 of these young people are now managers or directors of their teams. Todd added that his biggest compliment is regularly receiving emails from Cox recruiters saying, “Hi, Todd, we’d like to hire someone from your LEAD program.”