Slow and steady wins the race, according to younger workers. They want to develop on their terms rather than rapidly climb the corporate ladder, a stance that challenges employers to reconsider how talent is rewarded in the workplace.
According to Deloitte’s 2026 Gen Z and Millennial Survey, nearly twice the percentage of millennials and Gen Zs prefer a career path marked by steady progress (46% of millennials, 44% of Gen Zs) than one focused on rapid promotions and title changes (25% and 21%). The survey found that about 1 in 5 would move laterally — and in nearly half the cases, accept a more junior role — if it helped them find the right long-term role.
“Progress is no longer measured solely by how high or fast one climbs, but by whether that climb is sustainable,” the report said. The barriers to career ascension most commonly cited by respondents were stress and burnout (50% of Gen Zs and 49% of millennials); excessive responsibility (50% and 48%); and concerns about work-life balance (41% and 46%).
The Deloitte report postulated that in some cases, wellbeing trade-offs associated with leadership are based on assumptions. The survey found that younger workers in senior roles were more likely to credit positive mental health and work-life balance benefits than those in junior positions.
Deloitte surveyed over 22,000 employees in 44 countries between November 2025 and January 2026.
Despite openness to a slower path, younger workers are still showing interest in leadership roles. Most Gen Zs (76%) and millennials (67%) expressed interest in pursuing an executive leadership role at some point; 61% of millennials and 45% of Gen Zs said they already work in a supervisory role to some extent.
Caution is not synonymous with disengagement. Ultimately, younger workers are “resequencing careers” to prioritise balance, autonomy, and the ability to adapt without burning out, the survey found. According to respondents, higher compensation, flexible work, and a clearer understanding of promotion pathways are the top three factors that make leadership opportunities more appealing.
This shift urges leaders to rethink pathways for career growth.
“Organisations that continue to signal that success requires constant acceleration, linear promotion, or personal sacrifice risk narrowing their talent pipelines,” the report said. “Instead, organisations should be more intentional about how they guide careers, broadening what they recognise and reward as high performing talent.”
AI deficits stem from executive responsiveness
Artificial intelligence (AI) use is up among younger workers, but that rise is outpacing employee confidence in organisational readiness.
Around one-third (31% of millennials, 30% of Gen Z) said their organisation is not prepared for the changes AI will introduce, up from 20% in last year’s survey.
Nearly three-quarters of younger workers (74%) reported using AI at work, a sharp increase from last year (57% of Gen Zs and 56% of millennials). They mostly viewed those tools as having a positive impact on efficiency, output quality, and work-life balance.
While both cohorts expressed confidence in their AI capabilities, fewer expressed the same levels of confidence in senior leaders using those tools, and only about 30% believe managers should focus on redesigning work to maximise the benefit of AI implementation.
The gap between individual adoption and organisational preparedness indicates that many organisations are not clearly communicating the importance of redesigning workflows to leaders, the survey said.
Knowledge gap crisis on the horizon?
Pipeline concerns extend beyond potential stagnation amongst younger staff. As large numbers of older employees approach retirement, companies risk losing institutional knowledge.
By 2030, many baby boomers will be retired — and the oldest workers from Generation X will start to reach retirement age.
Only about half of the younger workers surveyed said their teams could maintain performance if a key expert left tomorrow, citing limited incentives for knowledge sharing, lack of time, and high turnover as barriers.
— To comment on this article or to suggest an idea for another article, contact Steph Brown at Stephanie.Brown@aicpa-cima.com.