The Paradox of Gen Z in the Workplace
Gen Z enters the workforce with unmatched confidence. They are digital natives, outspoken about their value, and unafraid to share opinions. At first glance, this seems refreshing, finally, a generation not paralysed by self-doubt.
On the other side of this, it’s important to recognise that confidence does not always equal competence.
When young employees lean too heavily on self-assurance without the skills to back it up, the effect on teams can be costly. This isn’t a generational critique. It’s a wake-up call for leaders, mentors, and organisations everywhere that competency backed by confidence is a journey of consistency and devotional practise.
The Cost of Misplaced Confidence
When confidence runs ahead of capability, the consequences ripple across teams:
- Eroded trust: Colleagues lose faith when promises outpace performance.
- Project delays: Missed deadlines or substandard delivery stall momentum.
- Team friction: Resentment builds when others have to put aside their responsibilities and pick up the slack.
The issue is not Gen Z itself. The issue is the gap between high self-belief and the practical competencies organisations rely on.
For more insights into how younger generations are shaping the workplace, check out a snippet from our Podcast where we talk about How to Influence Emerging Generations.
Why Confidence Is Overvalued
Social media, instant feedback, and influencer culture have trained younger generations to value boldness and visibility. Whilst boldness commands and captures attention, workplaces still demand mastery, resilience, and delayed gratification. This creates a disconnect between what is celebrated online and what drives success in business to the point where the lines are blurred.
It’s skewing younger minds from being able to reason between what success looks like and what it takes to succeed.
It doesn’t take away from the fact that a great deal of Gen Z people KNOW what success looks like for them so leaders must stop asking, “Why is Gen Z like this?” and instead ask, “How can we harness their confidence while building the competence to sustain it?”
This disconnect is also explored in Harvard Business Review’s perspective on why confidence matters, showing how visibility without skill can become a liability.
Channeling Confidence into Capability
Strong leadership does not dampen confidence. It channels it into productive growth. Here are four strategies to help it land:
- Shift from labels to leadership. Replace stereotypes like “lazy” or “entitled” with the recognition that confidence is raw material.
- Invest in mentoring. Pair Gen Z with experienced professionals who can and want to pass on both skills and wisdom. Simon Sinek explores this in his talk, Why Leaders Eat Last, emphasising the value of trust and guidance.
- Prioritise training. Create structured pathways that convert enthusiasm into tangible capability. Our guide, The Secret of Making Your Goals Work for You, offers a framework for turning intent into progress.
- Celebrate progress, not just bravado. Reinforce the wins where confidence meets proven skill.
The Opportunity for Teams
When leaders combine competence with confidence, the payoff is enormous. Gen Z’s natural willingness to speak up, challenge assumptions, and push innovation becomes an asset. Properly guided, these qualities shape resilient, creative leaders who can drive industries forward.
For a broader view, Deloitte’s take on Gen Z in the workplace provides valuable context on the opportunities and challenges this generation brings.
The Leadership Choice
The decision is clear. Leaders can either complain about the confidence gap or harness it and close it.
- Confidence without competence frustrates teams.
- Competence without confidence underutilises talent.
- Together, they create unstoppable momentum.
Life Puzzle’s Multi-Tiered Leadership Program
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