The Gen Z playbook has a lot to teach business executives about succeeding on social media. [+] They are eager to learn.
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Gen Z has received a lot of harsh criticism from the business world. They are slammed for their inability to collaborate and communicate, with 47% of recruiters complaining that Gen Z is the worst to work with and manage. Gen Z is criticized for having too many rules, not following company demands, being rebellious, lacking etiquette, reliability and flexibility. Their desire for instant feedback and a flexible work environment often clashes with the outdated, clunky and inefficient systems prevalent in the modern workplace, further exacerbating workplace tensions.
But Gen Z also has its advocates. Andrew Ross, founder and CEO of dcdx, says his company’s goal is to help other business leaders demystify Gen Z workplace culture. Many believe younger generations feel disrespected and misunderstood by previous generations. Ross told me it’s not that Gen Z doesn’t care about professionalism; they just want to fit in and receive the same level of respect they show to employers.
Cosmin Pitigoi, CFO of Flywire, told me over email that he respects Gen Z and believes there is a lot we can learn from them about success in the workplace. Irina Novoselksy, CEO of Hootsuite, also agrees that older business leaders can learn from this younger generation of workers. She suggests that executives take a page from Gen Z’s playbook and introduce these three rules for success on social media:
Rule 1: Have a social media “breakfast.” Rule 2: Post during peak hours (the latest data shows that the best times to post on LinkedIn are Tuesday and Wednesday between 8am and 9am). Rule 3: Learn how to use “social listening” to inform your posts and increase the chances of them being promoted to the “Featured Posts” section.
Start your day with a social media “breakfast”
“They say it’s best practice to avoid social media in the morning, but as a CEO I disagree. Listen up,” Novoselkskiy urges. “More than 5 billion people use social media, including every company’s customers, employees, investors and stakeholders. Social media has evolved as one of the few spaces where companies can have a two-way dialogue – listening and speaking – and build and nurture true customer relationships.”
She questions why we don’t use the quietest times of our day to take a closer look at what our audiences are saying and how they engage with us. She goes on to suggest that refusing to actively listen and leverage that information is like ignoring the best focus groups in the world. “But don’t get me wrong,” she continues. “Maintaining a healthy relationship with your social networks is incredibly important in this new digital age,” she adds. “Whoever populates your feed makes a big difference. It’s important to make sure the people you follow reflect the core audiences you’re trying to understand and serve as an organization.”
To profit from social media, embrace vulnerability
According to Novoselkski, in today’s digital age, it’s widely recognized that brands need to use social media to build and nurture customer relationships: “While we know brands are aware of this (95% are active on social networks), many organizations don’t understand the impact their efforts have on their business, much less how their own executives’ social media activities impact the business.”
She explains that executives can play a key role in driving business impact through social media by connecting directly with their audiences there. “Of course, putting yourself out there can be scary (and time-consuming),” she acknowledges. “But modern relationships live on social media, and building relationships is key to unlocking growth for your company. So embrace your vulnerability and allow yourself to interact on the only two-way channel that exists between your brand and your customers.”
The CEO cited new data from Pavilion and Kickstand that shows 65% of B2B buyers say that when evaluating partnerships or vendors, brands with a prominent executive presence on social media will win over otherwise similar brands. He also noted that 60% of job seekers regularly research a company’s social media activity before accepting a job offer, making social media a critical HR tool as well.
If you’re not active on LinkedIn, you’re missing out on business opportunities, she asserts. “Not only that, but social media activity (or lack thereof) is contagious. If you’re not active on the platform, there’s a good chance your employees won’t be either,” she asserts. “This includes sales leaders, marketers, customer service reps, and any other leaders who rely on connections and networks for their jobs. So, get over your fear, hit the post button, and start the conversation.”
Taking a seat at the social team leadership table
“Where do today’s customers first meet and interact with you?” asks Novoselkski, revealing: “You guessed it, social media. And social teams are at the forefront of a company’s social media channels. They engage with and learn about current and prospective customers more than any other member of the organization.”
But she goes on to say that 56% of social marketers feel misunderstood by their managers, and asserts that the most effective approach is to invite the social media team into the leadership space to inform all areas of the business. “They interact with customers and prospects 24/7 and can provide unique insights that can impact the business in everything from product innovation to customer engagement and service to sales and marketing strategy,” she asserts.
Hootsuite’s CEO gives the example of how one of the nation’s largest nonprofit academic health systems leveraged the power of social listening to emerge as a pioneer in the fight against misinformation during the pandemic in 2020. She describes how her team quickly detected and countered misinformation spreading online and created compelling, fact-based content that audiences craved. She reflects how listening cemented the brand’s reputation as a trusted healthcare leader at a pivotal time for customers.
The best part, according to Novoselkski, is that social marketers have the best real-time information on customer sentiment and brand perception. “They’re also looking at conversations and trends that you might miss,” she asserts. “Social listening isn’t just about reacting; it’s about being proactive.” She suggests grabbing a coffee with a social marketer, adding that you’ll be surprised at what you learn.
Final thoughts on workplace stereotypes
Gen Z stereotypes are best summed up by Marcie Merriman, EY’s cultural insights and client strategy leader, who argues that executives’ views exist on a continuum. At one end are employers who believe the worst assumptions about younger generations and see themselves as “victims” who should “suffer” from what this next generation of workers brings to their organizations.
On the other side, Merriman argues, are employers with boundless curiosity who want to better and more deeply understand a younger generation that thinks differently than they and their organization’s status quo. “Executives who harness this new diversity will position their organizations for the future,” Merriman concludes. “The bottom line is to ignore the negative headlines that stereotype an entire highly diverse generation and get to know them as people and what drives their thinking.”
