How Brands and Workplaces Can Adapt

In the last four years, we've won countless awards for culture, inclusion, and being a "Best Place to Work." As people noticed, that was one thing. But then people started asking how we did it. The following is based on a talk I've given many times to companies, colleages, and associations on how to work with, hire, and care for Generation Z.

Generation Z (is generally defined as those born between 1997 and 2012) is stepping into adulthood carrying a weight unlike any generation before them. They are the most anxious, depressed, lonely, suicidal, and medicated generation in history. And while they managed to not be burneded with former genration's hurdles such as teen pregnancy and aloholism, their issues are depression, lonliness, and suicidal thoughts. This shows in the data, which paints a sobering picture — rising rates of mental health disorders, increased social isolation, and a dependence on prescription medication to manage the stress of daily life.

The reasons are complex. They’ve grown up in a world of constant crisis—economic recessions, climate disasters, school shootings, political division, and a never-ending barrage of negative news on social media. Unlike previous generations who found community in faith, family, and neighborhood gatherings, Gen Z’s socialization has been shaped by digital interactions, many of which are curated, performative, and ultimately unfulfilling. Their parents were overprotective, worried, and prescriptive, which has led to mixed bag of emotions — or lack thereof — for much of the generation.

They are lonelier than ever. A significant number report having fewer close friends, less in-person interaction, and a deep feeling of disconnection from real human relationships. Despite being the most digitally connected generation, they struggle to form the kind of meaningful, face-to-face connections that previous generations took for granted.

The workplace might be the only place where they experience real human connection.

For many, the workplace might be the only place where they experience real human connection. While social spaces like churches, community centers, and even family dinners have declined, work remains a consistent part of life. It presents a rare opportunity for Gen Z to engage in authentic, person-to-person relationships, build trust, and find a sense of belonging.

Employers, leaders, and brands that recognize and respond to this reality will not only attract and retain Gen Z talent but will also play a critical role in shaping their well-being. To do so, organizations must meet seven core needs — needs that go beyond traditional job perks and marketing tactics to address Gen Z’s deep desire for trust, understanding, and connection.

1. Trust: The Foundation of Connection

Gen Z does not inherently trust institutions, corporations, or leadership. They’ve witnessed corporate scandals, misinformation, and data breaches that have eroded their faith in authority figures. In fact, 58% of workers trust strangers more than their own boss​. To build trust:

• Be radically transparent. Hidden agendas and corporate doublespeak won’t work. Be clear about decisions, policies, and company values.
• Follow through. Saying the right thing isn’t enough—actions must align with words.
• Give them autonomy. Micromanagement signals a lack of trust. Let them take ownership of their work.

Patagonia is a great example of trust-building. Their commitment to sustainability isn’t just a marketing tagline—it’s woven into every aspect of their operations, from their supply chain to political activism.

2. Grace: The Need for Understanding

Gen Z is entering the workforce after years of unprecedented challenges—a pandemic, economic instability, and skyrocketing student debt. They are burned out before their careers even begin. Grace in leadership and branding means:

• Creating a culture that allows for mistakes and learning. Fear-based management will drive them away.
• Providing flexibility. Mental health days, hybrid work, and realistic deadlines show you value their well-being.
• Leading with humanity. Treat employees and consumers as people first, workers second.

Google has pioneered this approach with policies that support mental health and encourage a work-life balance. Leaders who extend grace will find that Gen Z responds with loyalty and higher engagement.

3. Empathy: The Currency of Connection

Empathy is not a “nice-to-have” when engaging Gen Z — it is a requirement. They want to be heard, understood, and validated. Ways to demonstrate empathy:

• Listen actively. Surveys, open-door policies, and real conversations show you care.
• Take meaningful action. Don’t just say you support mental health—implement resources and initiatives that back it up.
• Create safe spaces. Psychological safety in the workplace encourages openness, creativity, and well-being.

Nike’s campaigns around social justice demonstrate empathy in branding. In the workplace, managers who prioritize connection over control will earn Gen Z’s respect.

4. Acceptance: Diversity Beyond a Buzzword

Gen Z is the most diverse generation in history. They expect workplaces and brands to reflect real inclusivity, not just surface-level representation. How to foster true inclusion:

• Diversity at every level. It’s not just about hiring—it’s about ensuring leadership, marketing, and decision-making reflect all voices.
• Safe spaces for expression. Employees should feel valued, not like token representatives of their identity.
• Action over optics. Performative activism is easy to spot—companies must prove their commitment through real policies.

Ben & Jerry’s has earned Gen Z’s respect by consistently aligning their business practices with their values on racial justice, LGBTQ+ rights, and environmental sustainability.

5. Rituals & Recognition: The Power of Acknowledgment

Gen Z has been raised in a highly competitive, achievement-driven culture. They’ve been measured, graded, ranked, and compared their entire lives. Because of this, recognition and appreciation matter deeply. How to integrate recognition:

• Frequent and specific feedback. They don’t want vague praise—they want to know exactly what they did well.
• Public acknowledgment. Whether in team meetings, company newsletters, or social media, celebrating their contributions builds morale.
• Personalized incentives. Recognition doesn’t have to be monetary—a handwritten note, an extra day off, or a career development opportunity can be just as meaningful.

Companies that embed appreciation into their culture will see higher engagement and retention among Gen Z employees.

6. Transparency: No Secrets, Just Truth

Gen Z has grown up fact-checking everything. They demand openness from brands, leaders, and workplaces. Organizations with a high degree of transparency report profit margins 21% higher than average​. To foster transparency:

• Be upfront about policies, pay, and company decisions.
• Share behind-the-scenes insights. Let employees and customers see how things really work.
• Own your mistakes. If something goes wrong, address it directly and explain how you’re fixing it.

Glossier has built a cult-like following by involving its audience in product development and openly sharing brand decisions. (Related: Emotionally Connecting with Brands)

7. Vulnerability: The Ultimate Trust-Builder

Brené Brown said “Vulnerability is not weakness; it’s our most accurate measure of courage.”​ Gen Z doesn’t expect perfection — they expect realness. They want leaders and brands that admit challenges, share struggles, and engage in honest conversations. How to lead with vulnerability:

• Be open about failures and lessons learned.
• Encourage two-way dialogue. Gen Z wants a say in their work environment.
• Show the people behind the brand. Humanizing leadership fosters loyalty.

Billie, a razor brand, has successfully embraced vulnerability by challenging beauty norms and embracing imperfection in their campaigns.

The Workplace as Gen Z’s Last Safe Haven

Gen Z is searching for real human connection in a world that often feels isolating and transactional. The workplace may be one of the last places where they can experience mentorship, community, and face-to-face relationships.

Brands and employers that recognize the deep emotional needs of Gen Z—beyond just paychecks and marketing gimmicks—will build long-lasting relationships with this generation. Those who ignore these realities will struggle to remain relevant.

The future belongs to those who listen, adapt, and create spaces where Gen Z feels seen, heard, and valued.