Matthew Bennett (Willow Ethos) explores how leaders can integrate Gen Z into high-pressure environments by replacing unspoken norms with clarity, outcomes and sustainable intensity.
We have all seen the many articles about how AI is replacing entry-level jobs, or that recruitment out of university is at its lowest in years, but for those Gen Z-ers who are lucky enough to find employment in the future, there is another issue that they face as they enter the workplace and it is one that has led to an entirely new leadership challenge: how do we integrate Generation Z into high-pressure, client-driven teams? These are environments built on pace, responsiveness and endurance. Gen Z, by contrast, arrive with firmer expectations around boundaries, wellbeing and control over their time than any cohort of employees before them.
The result is a generational clash.
In reality, it is better understood as a collision of assumptions about what commitment looks like at work. Senior leaders came of age in professional systems where long hours were not just normal, but meaningful. Visibility equalled reliability and saying “yes” quickly signalled ambition. The intersection of visibility and intensity was the proving ground through which credibility was earned. Many leaders who now run teams internalised these norms so deeply that they feel self-evident.
Gen Z do not reject effort or ambition, but they do question the design of work that relies on permanent urgency and implied availability. Gen Z are NOT lazy – they want successful business outcomes just as much as the generations that went before. But the balance of how this is achieved and what ‘success’ means, has shifted. Research consistently shows that Gen Z prioritise wellbeing, development and, importantly, a sense of purpose alongside pay, and are far more willing than previous generations to opt out of environments that feel unsustainably consuming. This is not because they care less about work, but because they care more about the totality of their lives as a person and have grown up watching burnout play out in real time among older colleagues. Gen Z are Generation COVID, who were made to stay at home in their most formative years and somehow tasked with finding the motivation to attend online classes without the fun of being with their friends, a generation for whom screen time and social media became a way of life. Their formative experiences are unique and the result is a tension that we have to understand if we are to allow them and our organisations to excel.
Consulting magnifies this tension. Client demands are real. Deadlines are immovable. Peaks are inevitable. Yet much of the strain experienced by younger professionals does not come from intensity itself, but from unpredictability, ambiguity and unspoken rules. When everything feels urgent, nothing feels bounded. When expectations are implicit, people default to over-delivery for safety.
This is where the leadership task has changed.
The question for leaders is no longer whether Gen Z should “toughen up” or whether consulting should “go soft.” The question is whether firms are willing to move from endurance cultures to intentional performance systems.
The strongest leaders are already doing this in subtle but powerful ways.
First, they are making the performance contract explicit. Rather than relying on inherited norms (“this is just how it works”), they articulate what excellence looks like in their teams: when flexibility is expected, how peaks are handled, what good availability means, and where boundaries genuinely sit. This clarity reduces anxiety and prevents over-interpretation.
Second, they are shifting from hours-as-proof to outcomes-as-proof. Outcomes-as-proof removes the pressure to look present merely for the sake of looking present. Gen Z respond well to clear deliverables, milestones and standards. When success is defined by quality and impact rather than visibility alone, leaders gain more leverage, not less, over performance.
Third, effective leaders design predictable intensity. Consulting will always involve spikes, but unpredictability is what erodes trust. Planned rotations, recovery time after crunch periods, and agreed “quiet hours” signal professionalism rather than indulgence. Where late nights are required, naming them honestly builds credibility.
Fourth, they coach boundaries as a professional capability, not a personal preference. Teaching juniors how to manage client expectations, flag risks early, escalate intelligently and communicate proactively reframes boundaries as a delivery skill, one that protects both people and outcomes.
Finally, leaders recognise that culture is learned through behaviour, not policy. When senior leaders send emails at midnight, celebrate heroics and reward constant availability, those signals override any wellbeing statement. Conversely, when leaders model focus, prioritisation and disciplined escalation, Gen Z adapt quickly because the rules are visible.
This moment is not about accommodating a “difficult generation.” It is about updating leadership to click for a world where work has expanded beyond its old edges. Firms that succeed will not abandon high standards; they will run intensity deliberately rather than accidentally.
And in doing so, they may find that Gen Z are not a threat to Consulting’s performance culture; their place can be that of a catalyst to make it sustainable.
Matthew Bennett | Willow Ethos – Founding Partner of Willow Ethos
With extensive experience in the consultancy industry, Matthew Bennett is recognised as a seasoned operator and co founder of a culture driven consultancy. The consultancy promotes growth by combining leadership development with data led insights, ensuring a strong alignment between organisational culture and employees.
As a founder of Willow Ethos, Matthew Bennett has achieved notable success in enhancing organisational performance. Through executive coaching and the application of behavioural based blueprints, he supports his clients in achieving sustainable growth and long-term impact.
Read more:
Leading Across a Generational Fault Line: Consulting, Gen Z, and the Redefinition of Commitment