Am I Managing or Babysitting?

 

For example, one became visibly upset and left work early after I gave them some low stakes feedback. Another has missed multiple deadlines with long lead times, blaming “bad mental health days.” And someone else recently showed up to a client-facing event in a crop top.

 

I’m trying to be open-minded, but it feels a little like I’m babysitting rather than managing, especially compared to the rest of my team. I understand wanting to adapt to the next generation, but is something deeper going on?

 

A: What you’re experiencing isn’t just a generational mismatch, but a shift in workplace norms, expectations, and context. And yes, something deeper is going on.

 

Setting the scene: Gen Z is entering the workforce with a very different set of experiences than previous generations. Many missed internships, graduated during lockdowns, or started their careers remotely.

 

That means they didn’t get the same exposure to professional norms like how to receive feedback, how to manage deadlines, or what “client-ready” attire looks like. What you’re seeing isn’t rebellion or immaturity, but a gap in context.

 

However, there is a lot more to this. Gen Z didn’t emerge in a vacuum. They came of age during a global pandemic, climate crisis, political instability, and economic precarity. Many watched their Gen X parents burn out, lose jobs, or stay loyal to companies that didn’t return the favor. They’ve seen institutions fail and systems break. So, when they enter the workforce asking for clarity, boundaries, and purpose, it’s a rational response to broken systems.

 

Although Gen Z didn’t experience the 2008 crash directly, they’ve lived with its aftermath: student debt, housing insecurity, and a volatile job market. Many entered the workforce during the 2022 hiring frenzy, only to be laid off months later. That whiplash taught them not to trust stability, and to prioritize flexibility and self-protection.

 

Social media also shaped their worldview. Gen Z grew up online, where work, identity, and activism blur together. They’ve seen toxic bosses go viral, salary transparency spreadsheets circulate, and “quiet quitting” become a movement. They’re hyper-aware of performative culture. If a company says it values mental health but rewards burnout, they’ll notice.  And, when someone cites a “bad mental health day,” it’s not an excuse. It’s a signal that they’re overwhelmed and haven’t yet built the coping strategies, awareness of impact, or workplace resilience that come with experience.

 

That said, you’re not wrong to feel frustrated. You’re managing a team, and there are some team members who are not meeting expectations.

 

However, these folks don’t need babysitting; they need mentoring and context for workplace norms that employees from other generations may take for granted.

 

 

 

This isn’t about lowering the bar. The bar has, rightly, changed for everyone. Instead of asking whether they’re ready for the office, you might want to ask whether your office is ready for them.