“Both generations were shaped by uncertainty”: Mark Topley, a consultant on leadership and organizational culture in dentistry, explains why for Gen Z and millennials, it’s not the allowances and bonuses that matter, but the meaning.
If you’ve ever wondered why it’s become so hard to hire people, why employee retention has become a constant struggle, or why team members perceive work as a short-term deal rather than a career, you’re not alone.
In recent years, the same topics of conversation and discussion have become more frequent. Clinic owners and managers are faced with the reality that traditional incentives — salary increases, bonuses, and even free coffee — are no longer working.
It’s easy to succumb to the common stereotype expressed by the phrase, “Young people today don’t want to work.” However, before referring to such claims and idealizing the “good old days”, it is worth remembering: for more than a hundred years, each new generation has been accused of laziness.
Newspapers in the 1920s wrote that young workers were undisciplined. In the 1960s, employers complained about rebellious baby boomers. Today, millennials and Generation Z come under the same criticism.
But the truth is that they are not lazy. They’re just different. And if we take the time to understand their values and expectations, we can create more cohesive and motivated teams of young professionals who will not only stay with us, but will also develop and succeed.
Millennials (born from 1981 to 1996)
This generation was formed in an era of rapid technological progress, economic instability, and the pervasive influence of social media. When they entered the labor market, they already had high expectations: work-life balance, opportunities for growth, and a sense of meaning in their activities. From childhood, having learned the attitude “follow your passion”, they perceived it not as a slogan, but as a guide to action.
Generation Z (born from 1997 to 2012)
This generation has grown up amid economic instability, climate anxiety and, most recently, a global pandemic. They have become the first truly “digital” generation: they are accustomed to instant access to information and are sensitive to insincerity. They are financially prudent, they value stability, but they also expect flexibility, inclusiveness, and meaning in their work.
Both generations were formed in an atmosphere of uncertainty — and this did not make them weak or unreliable. On the contrary, they have become adaptive, capable of learning and blazing new paths. Therefore, frequent job changes, once considered a warning sign, are now perceived as a natural and conscious step in the development of their careers.
Many managers misinterpret the behavior of young employees. You can often hear the following:
– “They don’t want to work on weekends”
– “They don’t check mail after working hours”
– “They ask for a raise in six months”
But these are not whims. These are signs of a shift in work culture:
Gallup research found that millennials and Gen Z expect collaboration, mentorship, and meaningful work. They don’t just make money, they want to believe in what they do.
As Simon Sinek says:
“People work for a salary, but they give their all if it makes sense.”
And don’t panic – you don’t need to save the world. Just show why their work is important.
1. Don’t think they’re lazy. Let’s give clear guidelines.
They need feedback, clarity, and direction. If they lose motivation, it’s probably because they don’t understand what success looks like.
2. Do not control excessively. Become a mentor.
They studied in a system that valued creativity and independence. Micromanagement is stifling. Instead, ask questions, guide, help find solutions.
3. Don’t get hung up on the clock. Look at the result.
Even in dentistry, where the schedule is fixed, it is possible to shift the focus from “hours” to efficiency.
What it looks like in practice:
Conclusion: do not consider the hours worked as a measure of value. Trust and autonomy = energy, initiative and loyalty.
4. Don’t cling to “it’s always been done this way.” Be open to change.
They ask questions not out of disrespect, but to understand. Explain why and allow you to optimize the work process.
5. Don’t ignore development. Offer growth.
Without a future, they will not last. Courses, mentoring, promotion — and they are with you.
6. Don’t reduce everything to money. Let’s make sense.
Salary is not everything. Show how their work affects patients, the team, and society.
7. Don’t demand blind loyalty. Build trust.
They respect not the position, but honesty, fairness and care.
8. Don’t ignore well-being. Maintain balance.
They will not sacrifice themselves for the sake of work. Mental health care and flexibility are key to productivity.
9. Don’t shy away from technology. Use them.
They expect digital solutions and convenience in the work process that the modern world allows to realize. Outdated systems annoy and repel them. Invest in technology and modern dental equipment to increase engagement.
10. Do not take a change of work personally. Build a culture where you want to stay.
Yes, they will change jobs in search of their own path. But if the culture and environment are favorable, they will remain. The work itself can be boring and routine, but if a young doctor is surrounded by mutually respected colleagues, works under strict guidance and feels appreciated, this will keep him in place.
It all comes down to one thing: the approach to HR management is changing.
The new generation is not “difficult”. It is different. Their expectations are shaped by experience. To satisfy them, a different approach is needed: with an emphasis on clarity, mentoring, and culture.
It requires skill. But the reward will be a team that has a goal, motivation and is ready to make your clinic a great place to work.
And for the sake of this, it is worth being a leader.
Most managers (86%) did not strive to become one – it just happened.
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