We expect young leaders to delegate, but have we shown them how?

What happens when the first generation to launch their careers remotely is asked to lead without a blueprint?

Gen Z professionals are entering the workforce during a time of rapid change, and many are stepping into leadership roles earlier than previous generations. They’re ambitious, values-driven, and digitally fluent. But they’re also navigating a new world of hybrid work, shifting team structures, and limited exposure to in-person role models for effective leadership.

A Hidden Hurdle in Early-Career Leadership

Recently, I spoke with two executives whose insights spotlighted a challenge we don’t talk about enough in early-career development: delegation.

I spoke with one VP of HR, let’s call her Diane, who supports the Operations Business Unit of a healthcare services organization. She shared a concerning pattern: early-career professionals in her organization’s leadership development program were experiencing setbacks and missteps. Not because they lacked intelligence or ambition, but because they felt unsupported and disconnected from their teams. Many rarely share physical space with their managers or colleagues, and that isolation can make it harder to build confidence or absorb soft skills through observation.

Like many Gen Z teams, engagement was lagging. To counter that, Diane’s organization began creating “tiger teams,” cross-functional groups assembled quickly to solve high-impact problems. It’s one way they’re offering Gen Z talent purpose, connection, and variety - key elements that help keep them engaged and growing.

Another HR executive, let’s call him Harry, is the Chief Attorney Development & Inclusion Officer at a law firm. He told me he’s investing in delegation training for first-year associates. With the firm shifting to pooled paralegal resources (a difficult change), young attorneys must learn how to delegate to a shared team rather than a dedicated assistant. It’s a shift that requires a new layer of communication and influence skills—ones that many early-career professionals haven’t yet had the opportunity to build.

So, what’s going on here?

Why Delegation Feels So Hard

Delegation needs to be honed by leaders of all generations, but Gen Z is moving up the ladder quickly, giving them less time to fill their skill gap. For the past three years, employers promoted Gen Z into management as often as Baby Boomers, and they’ll be comprising the majority of the workforce by 2035. If we don’t address the issue now, we’re just kicking the can down the road, making it harder and more costly to fix later.

Delegation difficulties don’t come from lack of care. On the contrary, Gen Z people leaders take the responsibility very seriously. But a few factors are working against them:

• Limited exposure to what or how to delegate. Many Gen Z professionals came of age during the pandemic, in a largely remote environment. They missed out on the chance to watch experienced leaders assign work, deliver in-person feedback, or navigate up-the-chain communication in real time.

• Underdeveloped soft skills. It’s difficult to build interpersonal muscle when your early career (and likely social life) happens behind a screen. Thanks in large part to that, 78% of Gen Z believe they can effectively work without any in-person connection - suggesting they may undervalue collaboration. Employers, meanwhile, report a concerning gap in communication, adaptability, emotional intelligence, and conflict resolution. These are not intuitive skills; they need to be modeled and practiced.

• Reluctance to lead. A striking 72% of Gen Z professionals say they would prefer to be individual contributors than take on middle-management roles. Delegation, by definition, implies authority, so Gen Z may be hesitant to do it to avoid being “in charge.”

• Evolving team structures. As companies move toward shared resource pools and larger, more fluid teams, accountability is less clear. When no one’s exactly sure who owns what, delegation becomes not only confusing but risky.

Ask yourself: What examples of effective delegation are you showing—and how often are you reinforcing them?

What can I do about it?

As executive leaders, HR partners, and mentors, you have a unique opportunity to meet this moment with empathy and action. Here are four ways to build delegation muscle in Gen Z and strengthen leadership across your organization.

1. Adapt for generational work styles

Start by acknowledging and normalizing generational differences. While older generations may default to more hierarchical or formal styles, Gen Z values direct, continuous feedback - not just annual reviews. Helping teams view these differences as insights rather than flaws fosters mutual empathy and sets the stage for smoother collaboration. Delegation only works when there’s clarity and trust on both sides.

2. Invest in cohort-based delegation training

Don’t assume early-career professionals instinctively know how to delegate, especially in fast-moving, high-pressure environments. Host cohort-based workshops where Gen Z leaders can practice delegation in real time. Topics might include:

• What types of work are appropriate to delegate? (Is a presentation fair game? What about strategic thinking?)

• How to assign work clearly, respectfully and with context.

• How to follow up without micromanaging. Since COVID, many managers have defaulted to keeping excessive tabs on remote workers - a habit we don’t want Gen Z to inherit.

Make time for peer reflection, so young leaders can process, share insights, and build confidence through collective learning. Delegation skills aren’t absorbed, they’re practiced.

3. Foster bidirectional mentoring

Leadership shouldn’t be one-directional. Pair Gen Z managers with more experienced colleagues in reverse mentoring relationships that encourage mutual growth. Veteran employees can help younger leaders read team dynamics, deliver nuanced feedback, and influence without overstepping. Gen Z, in turn, brings digital fluency, cultural awareness, and fresh perspective. This two-way exchange builds trust and levels the power dynamic - key to reducing the isolation that often shadows early-career leadership.

4. Guard against ageism and bias

In one meeting, a colleague dismissed a candidate’s potential because “he’ll likely retire in a few years.” That wasn’t just legally risky—it was profoundly unfair. Delegation thrives in cultures of inclusion and trust. When people of all ages feel seen and valued, they’re more likely to step up, share responsibility, and collaborate effectively. Inclusive leadership makes delegation easier—and more human.

Ask yourself: How can I shift my approach to support Gen Z’s leadership growth—not just manage around it?

American entrepreneur and investor Jessica Jackley once said, “Deciding what not to do is as important as deciding what to do.” Delegation is more than a time-saver; it’s a leadership imperative. If we want Gen Z leaders to thrive, we need to teach them how to delegate, show them why it matters, and create environments where responsibility can be shared without fear or confusion.

Let’s not wait for missteps to point out the gaps. Let’s be proactive - building the skills, structures, and relationships that will support Gen Z and the generations to come.

Great leaders aren’t born knowing how to delegate. They’re taught, trusted, and supported into it.