As a member of Generation X, I grew up in the workplace with a simple rule: if your boss asked you to do something, you said “yes” and got on with it.
That was the culture of the time. We didn’t often stop to ask whether the process made sense, or if there was a better way of completing the task.
Today, I see something different from my younger colleagues. Generation Z, now entering the workforce in increasing numbers, is far less likely to nod along silently. Instead, they ask “why?” Why do we use this system? Why is the meeting structured this way?
At first glance, these questions can feel like pushback. For Gen X managers, who were trained to value quiet diligence, this may come across as defiance. But the truth is more nuanced — and, I would argue, more constructive.
Gen Z grew up in an era of instant information and constant change. They are used to finding answers at their fingertips and have little patience for “because that’s the way it’s always been done.” They expect clarity, purpose, and context. And in a world where businesses must adapt quickly, that perspective can be invaluable.
That’s not to say this cultural difference doesn’t create friction. Sometimes a task simply needs to be done, without a lengthy debate about its rationale. As leaders, it’s part of our role to balance the need for explanation with the need for execution.
But I’ve come to see that Gen Z’s instinct to ask “why” isn’t laziness or resistance — it’s engagement. They want to understand how their work contributes to the bigger picture. They want to know their effort has meaning and what they’re doing is worth it. And when we take the time to provide that context, we often uncover inefficiencies, redundancies, and opportunities that my generation might never have questioned.
There’s also a broader cultural element at play. Gen X entered the workforce at a time when job security often depended on keeping your head down and doing as you were told. If you chose to question the process or the decision this could be seen as rocking the boat or stepping on your colleagues toes. Gen Z, by contrast, has grown up in an environment where questioning authority is not only permitted but often expected — in education, in politics, and certainly in the digital world where hierarchies are flattened by access to information.
Gen Z are growing up in a time where they have been told to question everything. They’ve been told to speak up and challenge opinions and, if they disagree with something, they are encouraged to share their view.
This mindset shows up at work. When a Gen Z employee asks “why,” they are applying the same critical thinking skills they’ve used since childhood. To ignore that impulse is to waste one of their greatest strengths.
Still, integration isn’t effortless. I know some managers can feel drained by the constant need to explain. Some complain that the “why” slows progress and that they feel it undermines authority. Not every question deserves a long answer, and not every project can wait for debate. The skill, I think, lies in setting clear boundaries: encouraging curiosity while making it clear that, once a decision is made, then you need to get on board and move forward as a team.
What I’ve also noticed is that this divide isn’t as rigid as it seems. Many Gen X leaders are starting to adopt the “why” themselves, realising it’s a powerful tool for innovation. And many Gen Z workers are learning that sometimes the best answer to “why” is simply “because it needs to get done.” The cross-pollination of habits is, in fact, creating a healthier workplace culture.
So perhaps the divide isn’t really about “yes” versus “why” at all. It’s about timing. Gen X instincts push us to act swiftly, to deliver, to get results. Gen Z instincts push us to pause, to question, to refine. Both are essential. Execution without reflection can become stagnant and prevent a business from progressing whilst reflection without execution can become paralysis. The best organisations will be those that join together.
As an employer, I no longer see “why” as a challenge to authority. I see it as an invitation to think differently — and in today’s business environment, that’s not a threat. It’s an opportunity. When Gen X discipline meets Gen Z curiosity, we get something more than compliance or critique. We get progress.
That doesn’t mean the adjustment is always easy. There are and will continue to be many challenges that we will struggle with. I struggle with the shift, especially when it comes to attitudes toward work-life balance. When I started out, it was an unspoken expectation that you stayed late, worked weekends, and went the extra mile without much thought of reward. For many in Gen Z, those assumptions simply don’t apply. They value clear boundaries, and they are unapologetic about protecting their personal time. To a Gen X employer who grew up in a culture of long hours and sacrifice, this still catches me off guard but on reflection, perhaps they have something to teach us here too. Learning when to switch off, to set limits, and to enjoy a healthier balance is not a weakness.
The generational divide is not just about asking “why” versus saying “yes.” It’s also about rethinking what it means to work well, and to live well. As much as Gen Z has to learn from us, we have just as much to learn from them.
