Young people aren’t avoiding work. They’re searching for meaning
- Jun 9
- 5 min read
Right now, about 13% of young people aged 15 to 24, that’s around 65 million globally, don’t have a job. In the European Union, the number is even higher, around 15%.
That means: almost 1 in 7 young people is out of work. And those are just the official numbers.
Many of them aren’t learning anything useful from a job.
They’re not part of real, hands-on learning, the kind where you try things, make mistakes, build experience, and grow.
And it’s not because they don’t want to.
No one guides them.
No one supports them.
They feel ignored. Misunderstood.
No one shows them how a real workplace works.
How to be part of a team.
What a real job actually looks like.
And instead of helping them, we blame them.
“They’re lazy.”
“They’re always on their phones.”
“They want money, but not the work.”
We forget: this is a generation that grew up at internet speed.
But no one really showed them how to turn all that energy into something real.
Something useful. Something meaningful.
They have questions.
They have fears.
But also a huge potential.
And we, as leaders, want results.
Fast. Clear. No fuss.
We want people who “just get it.”
Who know what to do from day one.
But the truth is: you can’t skip the process.
It’s like trying to harvest from a field you never planted.
It just doesn’t work.
A young person entering an organization is like a seed. Not a finished product
At their first job, most young people show up with energy.
Their eyes sparkle.
They ask questions.
They volunteer.
They throw themselves in.
They want to prove themselves.
“Just tell me what to do, and I’ll take care of it.”
And they do. Or at least they try.
The first few weeks seem promising.
Then, something shifts.
They grow quieter.
They stop asking. They don’t seem as present.
It feels like they’re losing momentum. Maybe even interest.
But they’re not “broken.”
They’ve started to realize they don’t actually know what they’re doing.
That it’s hard. That things aren’t clear.
That they can’t figure it all out on their own.
And unfortunately, they have no one to process that with.
No one explains things anymore. No one encourages them.
Everyone just expects them to “get it.”
To “adapt.”
It’s not laziness. It’s fear. Confusion. A lack of structure.
Young people go through stages, just like anyone else.
But they’re at the beginning. And beginnings need guidance, not judgment.
At first, they’re enthusiastic but inexperienced.
Then the mistakes come. And with them, doubt.
Frustration sets in.
And if you don’t step in, then comes discouragement, maybe even giving up.
What does a leader usually do at this stage?
They get frustrated.
“I already told them.”
“They should’ve figured it out by now.”
“I can’t be chasing after them all the time.”
And just like that, the connection breaks.
Because you, as a leader, didn’t see what was behind the silence.
And you might lose them.
So what should a leader actually do?
First step: look at the person, not the generation.
It’s not about “Gen Z.” It’s not about “them.”
It’s about the human being in front of you — right now.
Ask yourself: What stage are they in?
And adjust your style accordingly.
Stage 1: Enthusiasm without experience
In the beginning, young people need clarity.
Not: “Figure it out.”
But: “Here’s what needs to be done. Here’s what good looks like. Here’s an example.”
At first, you have to explain things clearly.
Step by step.
Yes, it’s tiring.
Yes, you’ve got a thousand other things to do.
But if you want results later, you have to invest now.
Stage 2: They start to struggle
The young person seems stuck.
After a while, things get harder.
It’s no longer fun.
Things don’t come easily anymore.
When that drop in motivation shows up, don’t judge them.
Listen. Support.
Show them it’s normal to find it hard.
Give them space to make mistakes, but guide them too.
Let them speak out their confusion.
The leader needs to become a kind of coach.
Not to hand out solutions, but to help them find their own.
Stage 3: They start gaining confidence
Things are starting to click.
They feel like they’re getting it.
Like they can handle it.
But they’re still not sure if they’re “allowed” to speak up.
They don’t know how much freedom they actually have, if it’s okay to bring new ideas.
Now’s the time to gently push them forward.
Encourage them to share their thoughts.
Ask: “What would you do?”
Listen. Validate.
Let them see their work has impact.
Show them that mistakes aren’t the end of the world.
They’re part of the learning process.
Maybe today didn’t go well but they’re growing.
And eventually, they start to stand on their own.
Stage 4: They want autonomy
Attention: Autonomy without clear goals is chaos.
Freedom doesn’t mean a lack of structure.
Real autonomy only works once the person knows exactly what they’re supposed to achieve.
Goals need to be clear. Easy to measure.
What? How much? By when?
How do we know it’s done right?
If you don’t give these reference points, they’ll feel lost.
They might do too little or go off in the wrong direction.
And if you come back later to correct them…
They’ll ask: “Why didn’t you just tell me what you expected in the first place?”
You want autonomy?
Set clear objectives.
Then give them space.
And when they start to handle things well… step back a little.
That’s the hard part for many leaders.
To step back. on purpose.
Not because you stopped caring. But because you trust them.
You were there at the start. You explained. Supported. Challenged.
And now… it’s time to let them do it on their own.
When they’re ready to fly, don’t pull on their wings.
A good leader doesn’t disappear. But they don’t smother either.
You’re present. You respond when asked.
But you don’t correct in advance. You let them try.
Let them do things their own way.
Maybe not exactly like you would. Maybe even better.
Leaders who grow people build teams that move on their own and make a real difference over time.
We’re looking at a generation of young people who are smart. Fast. Flexible.
But also vulnerable. Confused. Overwhelmed.
We can lose them. Or we can grow them.
We can ignore them. Or we can invest in them.
Adaptive leadership isn’t about techniques.
It takes presence.
Seeing the person. Understanding the stage they’re in.
Adjusting your style, even when it’s not comfortable.
Young people don’t need a superhero.
They need someone who’s there.
Clear-headed. Open-hearted.
Someone who understands: Leadership isn’t about control.
It’s about knowing when it’s time to let go.
And believing in the person in front of you.
Maybe they’re not there yet. But they will be.
With a bit of help. With the right guidance.
And with the space to become who they can be.
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