Leaders must build wellbeing strategies based on what Gen Z workers actually need, not just generic corporate programs. Jennifer Liston-Smith, a business psychologist and leadership coach, notes that as budget planning for 2027 begins, insights from coaching sessions with employees aged up to 29 reveal a clear disconnect between what leadership assumes young professionals want and what they are actually asking for.
Many young coachees initially ask for “tools” and “tips” to solve their problems. Liston-Smith argues that simply handing out techniques is less effective than helping individuals realize their own creativity and resourcefulness. She emphasizes that the primary need is often the affirmation of their capability, followed by the space to draw out their own solutions rather than receiving answers from a coach.
Managers can encourage this sense of agency by catching people doing well and asking for their suggested way forward instead of telling them what to do. The goal is to build a wellbeing programme that encourages effectiveness rather than creating dependency on external fixes.
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Seeking purpose beyond the job description
Young professionals often arrive at a career milestone and wonder what comes next. One coachee, a newly qualified graduate, questioned why he was staying with his employer despite having just completed an intensive qualification. He felt pushed out of a tunnel and into an unknown land after the structured rewards of his trainee scheme ended.
This lack of visibility into a future path is a common issue for early-career staff. They often have high ambition but struggle to see how their employer supports their long-term growth. To address this, organizations should ensure line managers help new professionals find mentors within the wider business and visualize the steps required to reach future goals. Wellbeing initiatives must be viewed as a continuous process of engagement and inspiration rather than a reactive measure for fixing problems.
Coaching sessions often reveal that young employees are desperate for clarity on their trajectory. When the structured path disappears, the resulting uncertainty can feel like a crisis. The most effective support comes from helping them map out their own route to the future, rather than assuming the company has a hidden plan that is failing to communicate.
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Neuroplasticity and the workplace
Small behavioral changes can lead to significant shifts in how young employees interact with their colleagues. One young professional struggled with her ideas being taken by louder male colleagues in meetings. She had not heard the term “bropropriation” before but realized it was happening to her, eventually becoming embarrassed when a colleague asked why she let it happen.
Neuroscience offers a framework for overcoming this. By adopting small steps toward a new pattern, such as saying “I’m so glad you liked my idea” or suggesting they work it up together, employees can lay down new neural connections. These small, intentional actions create the foundation for lasting behavioral change.
Leadership plays a role here by ensuring meetings are inclusive and that credit is assigned correctly. When a workplace environment reinforces small wins and respectful acknowledgment, it helps employees build the confidence to assert their ideas over time.
