I read your blog Not Sure How to Address Burnout? with great interest. I work in consulting with one of the big five firms. We hire highly ambitious people and expect a significant amount of hard work. The competition is fierce, and only the most driven get promoted. The rewards are substantial, but the workload is intense. We make no pretense about this.
We recruit straight out of top business schools because we know these individuals are sharp and accustomed to working hard. Yet, in recent years, I've noticed a troubling trend: more and more complaints about workload. There seems to be an expectation among the newer hires that they should have lives outside of work. Frankly, this baffles me.
The expectation is clear. We’ve explicitly stated, in writing, that, at least for the first few years, employees should expect to be focused almost exclusively on work. I don’t know how we could make it more obvious.
I find this increasingly tiresome. What happened to paying your dues? What happened to sucking it up and committing to high performance? Where did dedication go? I know I should be more empathetic, but whenever I try, I end up feeling resentful. In my head, I hear, “I worked my tail off for years, I figured it out without complaining, and now I’m at the top because of it.” I know that attitude isn’t productive, but I’m unsure how to change it.
Any advice on this?
Umesh
Dear Umesh,
I’m glad you found my blog, as it shows you have an interest in leadership—an essential quality for someone in your role. The long-term success of your career, and your company, depends on how you manage these younger generations.
With all due respect, I have to say that your frustrations sound very familiar—they are the same complaints many boomers and Gen Xers have about millennials and Gen Z. It’s a common theme across generations: “What happened to kids today?” It might also be true that you struggle to understand their music, fashion, or social media habits, or perhaps their focus on gender politics. But that’s all normal, generational friction.
Let’s take a look at the larger picture. Professions like consulting have long been attractive to people due to the promise of status, financial rewards, and success. However, millennials and Gen Z are entering the workforce with a different set of priorities. They are seeking stability, meaning in their work, and a better work-life balance—things that many of them didn’t see in their parents’ lives, who worked tirelessly but didn’t always enjoy the benefits. The looming burden of student loans is another huge factor shaping their mindset.
Your employees are likely focused on more than just making money. They want meaningful work and a sense of fulfillment. They’re also skeptical of the idea that they should dedicate their entire lives to work. Some of them have witnessed their parents’ sacrifices, only to see them retire and suddenly pass away, creating a cautionary tale of overwork without balance.
It’s also worth remembering that many of these young people have grown up in a world of constant comparison, influenced by the curated lives they see on social media. They’ve dealt with high expectations since adolescence. They are under pressure, perhaps more than you were at their age.
You mentioned complaints about workload. Who are they complaining to? Complaining is normal—it’s a form of venting, a way to blow off steam. Often, it’s disguised as “humble bragging.” If you’re truly concerned about burnout, look for signs like decreased productivity, frequent absenteeism, or a lack of civility.
Your attempt to empathize is commendable, but it sounds like your internal dialogue is working against you. That voice in your head is understandable, but it’s eroding trust with your team. They can hear it, and it affects how they view you. Try to shift that internal voice to one of curiosity. Ask yourself: What motivates these employees? What do they need to feel fulfilled?
Try asking your team open-ended questions, such as:
Can you tell me more about what’s going on right now?
What would make a big difference for your quality of life at work?
How do you define having a life? What’s missing from your current experience?
What strengths do you feel you’re not fully utilizing?
What else would you like me to know?
Listening to their answers, without judgment, could open up a deeper understanding of what they really need. It’s possible that they are willing to work hard, but they want more flexibility and the ability to balance work with other important aspects of their lives. Simply providing a space for them to share their thoughts might be all they need to refocus and perform better.
Ultimately, your role as a leader is to influence and connect your people to what motivates them. For some, financial rewards might be the driving force; for others, it might be personal fulfillment. Understand what makes each person tick and see how the work can be aligned with their goals.
The key here is empathy and active listening. I know you didn’t have that kind of support when you started, but that’s all the more reason not to perpetuate that culture. Suck it up, get curious, and see how your leadership can evolve. You may even end up being a pioneer in creating a more balanced, productive culture. Imagine how that could transform your team.
Good luck, Exasperated. Embrace the change, and you might just find yourself leading in ways you never imagined.
