Recently, the Wall Street Journal ran a story on how bosses are rethinking feedback for Gen Z. I got a couple of mentions in the reporting, as did Attune, the AI workplace coach I'm now building.

The issue is top of mind at many workplaces: The oldest members of Gen Z are about to turn 30, and employers are rewriting the playbook for them. Annual reviews are giving way to frequent, two-way check-ins. Vague directives are out, specific guidance is in.

The data shows why. Gallup found that the share of Gen Z who strongly agree they know what's expected of them fell 9 points, to 42%, between 2020 and 2025. Younger workers also report some of the biggest engagement drops. When people don't know where they stand, there's a natural desire for something else.

GenZ: Adult daycare?

Articles like this draw predictable pushback. The WSJ comments section quickly turned brutal and became a forum for Gen Z bashing. Some of the lowlights: Workplaces are becoming "adult daycare centers." Managers are now expected to be "professional hand-hodlers." And this jab: We might as well keep extending childhood.

Ouch.

I see it differently. Gen Z isn't asking to be coddled. They're looking to be coached. And given the realities of the workplace, they're not wrong for trying.

Consider the experience gap: Gen Z entered the workforce post-COVID, without the on-the-job observation earlier generations absorbed just by sitting nearby. Many companies have also trimmed training and mentoring over the years. Many GenZers simply want the professional growth opportunities offered to their predecessors.

And let's be honest: "Gen Z isn't lowering the bar for feedback. They're pointing out that it was never very high. When feedback is unclear, hierarchal, given infrequently, or avoided altogether, calling out Gen Z for wanting "gentle" feedback feels off-putting. These were never great practices to begin with, and Gen Z is simply the first group to say so. They should be credited with helping us build a more collaborative, caring workplace where people are both challenged and supported.

Giving feedback to GenZ

Feedback only works if it lands. Here's how managers can make it resonate with a younger generation.

Earn buy-in with context, not credentials

Gen Z treats credibility cautiosly. It's not assumed through title, but earned by trust. Instead of responding to puoshback with, "because I said so," try offering more context: "Here's why we're doing this, why it matters, and where you come in."

Clarify feedback preferences

Research shows that early-stage professionals have specific feedback preferences. Where possible, try to honor them. For example, ask how Gen Zers want to receive feedback -- is email better than Slack? How about face-to-face? It could also be helpful to determine their desired feedback cadence. Do they prefer just-in-time feedback, or a weekly debrief?

Show, don't tell

Good feedback covers what, why and how. To make feedback stick, share an example of strong work, or walk them through how you'd approach the task, so the standard is visible instead of implied.

Gen Z has a lot to learn, too

Feedback goes both ways, and Gen Z has a part to play in making the most of the feedback they receive, regardless of how it's shared.

Don't take feedback personally

The way we respond to feedback says more about us than the feedback itself. Treat mistakes as learning moments and feedback as fuel for growth.

Make smarter asks

Asking the right questions can deliver much stronger insights. Make sure the question matches the goal (correction vs. guidance), so there is a clear throughline from asking to action. It's also helpful to narrow the feedback request ("What one thing I could do differently?"), to make it easier for others to help you.

Know what you don't know

AI and tech savvy are real strengths. So is lived experience and the wisdom that comes with it. Pay attention to your "elders," because they have more to offer than you know. A little humility and curiosity will serve you well.

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