iGen: Why Today's Super-Connected Kids Are Growing Up Less Rebellious, More Tolerant, Less Happy--and Completely Unprepared for Adulthood--and What That Means for the Rest of Us

by Jean M. Twenge

Overall, iGen is good news for managers: iGen’ers are more focused on work and more realistic about what that entails than the Millennials just before them. iGen’ers want good, stable jobs and are eager to prove themselves. Contrary to popular belief, they don’t want to be entrepreneurs—in fact, they are less likely than previous generations to want to own their own business or be self-employed. That means iGen talent is ripe for the picking for the right businesses. iGen’ers are also less entitled and narcissistic than Millennials and have more moderate expectations. They are less likely than Millennials to expect to be CEO of the company in five years and less likely to expect more pay for less work. They are not as overconfident, and they have a stronger work ethic. The downside is that more young employees are anxious and uncertain; they are eager to do a good job but are scared of making mistakes. iGen’ers are more likely to put in extra work to get a presentation finished in time but less confident that it will be successful. Whereas Millennials needed praise, iGen’ers need reassurance. Given their slow upbringing, many are also less independent. Give them careful instructions for tasks, and expect that they will need more guidance.