Victoria NashWork is changing, not just what we do, but why we do it. That is the clearest conclusion from Goughs’ new cross-generational talent survey. Our survey sample of 120 employees spanning Gen X, Millennials, and Gen Z reveals a fundamental shift in how each generation interprets purpose, progression, and what a “good job” looks like.
The results extend far beyond the legal sector. Any organisation wrestling with how to attract, retain, and energise Gen Z talent will see familiar themes. But this isn’t a story about generational conflict. It is about cultural evolution and how firms can harness it to build stronger, healthier, and more cohesive workplaces.
A new motivational landscape
Although every generation brings its own history and expectations, a sharp motivational shift is emerging:
- Gen X: “I work to prove myself.”
- Millennials: “I work to grow.”
- Gen Z: “I work to belong and make an impact.”
For Gen X, work is deeply tied to identity, stability, and expertise, shaped by pre-digital workplaces where hierarchy and hard graft were the norm. Millennials bridge tradition and transformation; driven by growth, flexibility, and meaning, they pushed for many of the cultural evolutions now taken for granted. Gen Z, entering firms as trainees and juniors, brings yet another set of expectations: authenticity, wellbeing, inclusion, and transparency.
One research comment encapsulated a striking shift: “If I can’t be myself at work, I’ll leave — it’s that simple.”
Work, for Gen Z, is part of a lifestyle ecosystem. They are ambitious and hardworking, but on terms that prioritise balance, purpose, and belonging.
Five themes reshaping the workplace
Across hundreds of insights, five universal themes emerged for Gen Zs. Together, they paint a picture of a generation ready to contribute, but unwilling to compromise on values or wellbeing.
1. Balance & wellbeing
Gen Z is pushing back against the idea that long hours equal success. They want healthy boundaries, modern flexibility, and mental health support without being dismissed as “entitled”. Their challenge to presenteeism is not a refusal to work hard, but a demand to work sustainably.
2. Recognition & growth
Progress is not defined solely by promotion. Feeling valued, trusted, and recognised matters deeply. Gen Z wants constructive feedback, autonomy with guidance, and transparent growth pathways. Micro-progression, small, visible steps, is highly motivating.
3. Culture & collaboration
A friendly, open, and inclusive team culture ranks as a top priority. Gen Z thrives in environments with approachable hierarchies and psychological safety. Conversely, cliques, rigidity, and micromanagement are major drivers of disengagement.
4. Values & Identity
Gen Z is the most diverse generation in history and places strong emphasis on fairness, inclusion, and integrity. They want firms to define themselves by culture, not just commercial output. Authenticity is non-negotiable.
5. Innovation & adaptability
Tech-fluent and change-positive, Gen Z expects modern systems, flexible working practices, and leaders who are open to new ideas. They want firms to evolve with them, not around them.
Breaking down stereotypes
Each generation in our survey reported feeling misunderstood by the others:
- Gen X felt labelled as “old-school” or slow to adopt new systems, despite seeing themselves as stabilisers who “keep the place running.”
- Millennials viewed as “needy” or “lazy” despite balancing demanding workloads with the push for healthier cultures.
- Gen Z felt dismissed as “entitled” or “oversensitive,” while viewing themselves as adaptive, tech-savvy, and socially conscious.
These frustrations mirror the findings of Deloitte’s 2024 global generational survey: everyone thinks they’re undervalued. Yet every generation brings complementary strengths. Recognising mutual misconceptions is the first step towards turning age diversity into organisational strength.
Changing expectations of leadership
Management expectations are evolving quickly. Gen X often defines leadership by decisiveness, technical expertise, and reliability. Millennials prefer managers who coach, guide, and collaborate. Gen Z adds another dimension: transparency and empathy.
As one Gen Z associate said: “I don’t mind being told what to do, but I want to know why — and I want to feel seen.”
This signals a shift from authority-based to empathy-based leadership. Feedback culture, psychological safety, and regular communication are becoming essential leadership competencies.
Diversity, equity, and Inclusion (DEI): from policy to practice
While all generations supported DEI, their expectations differed:
- Gen X often sees DEI through a compliance lens.
- Millennials expect visible equity and representation.
- Gen Z demands lived, everyday inclusion — not formal statements.
For Gen Z, DEI is an identity marker. They look for authenticity in behaviours, leadership composition, and cultural norms. Firms that fall short risk losing both credibility and talent.
Career progression: New timelines, new tensions
Perhaps the biggest pressure point lies in progression expectations. Gen X values stability; Millennials prioritise development and balance; Gen Z wants rapid progression and purpose. They expect movement within 18 to 24 months, not the traditional three- to five-year cycles.
This doesn’t mean promoting faster; it means making growth visible. According to LinkedIn’s Workforce Report (2023), early-career employees who see clear progress are 2.5 times more likely to stay beyond two years.
Six Strategies to future-proof talent: without losing cultural coherence
Drawing on our findings, Goughs has identified six practical actions that any organisation can implement:
1. Redefine leadership for empathy and transparency
- Train managers in inclusive leadership, psychological safety, and feedback.
- Make listening and openness core leadership competencies.
2. Modernise career pathways
- Introduce micro-progression: small steps, clear milestones, visible achievement.
- Communicate career opportunities transparently and regularly.
3. Reimagine DEI as a lived culture
- Embed inclusive behaviours into everyday practice, not just HR policies.
- Use authenticity as a retention lever — especially in leadership representation.
4. Balance hierarchy with voice
- Maintain professional structure but open channels for idea-sharing.
- Reverse mentoring, innovation forums, and cross-generational working groups can strengthen cohesion.
5. Promote wellbeing as a performance driver
- Normalise open dialogue about mental health and workload.
- Provide practical tools: digital wellbeing, flexible working, proactive support.
6. Leverage intergenerational mentorship
- Pair Gen Z’s technological and cultural fluency with the deep experience of Gen X and Millennials.
- Make knowledge transfer multidirectional, not top-down.
The real story: evolution, not rebellion
Gen Z is not rejecting the core values of the profession. They are redefining how those values are lived:
- Transparency over tenure
- Authenticity over image
- Impact over hierarchy
If firms embrace this cultural shift, they won’t just retain young talent, they’ll build stronger organisations for every generation. By evolving leadership, modernising progression, and fostering authentic inclusion, we can turn generational diversity from a challenge into a strategic advantage.
The workplace of the future will not be defined by one generation’s expectations, but by our shared ability to listen, adapt, and grow together.
Victoria Nash is human resources director at Goughs Solicitors
