BY SUSAN ROSE
Our industry has an aging problem. Or, more accurately, we have a recruiting problem when it comes to young talent. The many pioneers who founded their companies in the ’70s, ’80s, and ’90s have either already moved on, are planning their exit, or are looking to reduce their role significantly over the next decade or so. And while there are many brilliant people of all ages in ownership or other leadership roles, where (with notable exceptions) are all the young-er people? Even the “Next Gen” Millennials are now in their 30s and 40s.
I’m always inspired when I meet brand-new operators at the shows, and I’m especially excited when I hear why they decided to launch a transportation business. They’re passionate and motivated, but there’s not nearly enough of them to replace the retiring trailblazers.
Luckily, societal headwinds might be in our favor. After decades of steadily rising college enrollment and a job market that favored white-collar office positions, Gen Zers (a super diverse generation born between 1997 and 2012) are weighing their options. They watched as previous generations were crushed by student loan debt, only to find that the ROI didn’t always meet expectations. They are busting that outdated stereotype that a degree is the only way to get ahead, and a substantial number of them are starting careers and businesses before they even leave high school. Scroll through any business-oriented site and you’ll find countless articles and profiles about inspiring young people fast-tracking their future both with and without a college education.
If we want to tackle the bigger questions about how AI and other technology will reform our sector, just like it’s threatening to do to every sector, we need to tap into the perspectives of the digital natives who use it.
Gen Z Is Driven
Perhaps what is most exciting is the shifting attitude of Gen Z toward entrepreneurship. While older generations often considered launching a company as a risk with high reward when they were around the same age, younger Americans today overwhelmingly see building a business as a path to stability in a precarious hiring climate.
According to a 2024 Forbes article titled Why Gen Z Is Thriving in the Entrepreneur Life: “Gen Z is fast becoming known as one of the most entrepreneurial generations to date, with a 2020 survey from WP Engine finding that 62% of Gen Zers had plans to start or potentially start their own business someday. More recent research by Square puts the number even higher at 84% of Gen Zers who want to own their own company in the future.”
In other words, these exceptionally driven younger folks are a lot like you were back in the day. Tap into that talent.
They Can Make a Difference
Without a doubt, chauffeured transportation has made some radical shifts in the past few decades. From vehicles to how service is booked to regulations, the industry of the late 20th century operates significantly differently from one today. Heck, many have even dropped “limousine” from their name, along with that signature vehicle in most cases too.
All of this is to say that current leaders have shaped, sometimes by brute force, the progress of today’s industry. It was you who demanded that stretches be crash-tested and safe, and that disruptive technologies be held to the same safety standards. Likewise, Gen Z leadership will use their voices to ensure that the next disruptor doesn’t compromise the level of customer service they provide or the welfare of their passengers. They’ll also be at the forefront of things we can’t even imagine yet. Every gen wants to make an impact; Gen Z’s impact will be substantial.
Making Transportation an Attractive Path
Of course, none of this matters unless Gen Zers see chauffeured transportation as a viable field. We’re an industry caught between blue and white collar—at least from the public’s perception—since there’s a lower barrier to entry while also requiring a high level of skill and customer service. We’re also a very demanding industry with difficult hours. In the past, our industry was often lumped in with taxis; today, young people are more likely to associate transportation with app-based, on-demand services. Uber was initially successful by calling their drivers “entrepreneurs” in their marketing and recruiting ads, but that’s not really the same thing as running a chauffeured transportation company. We have to make that clear.
The Bureau of Labor Statistics notes that jobs in the trades are viewed more positively by Gen Z than previous generations. Could we instead frame chauffeured transportation as a well-paying trade like plumbers and electricians, jobs that also don’t require bachelor’s degrees but offer advancement and stability? That type of apprenticeship—for lack of a better word—can be attractive to younger workers, and if they have that drive, their entrepreneurial proclivities can be nurtured and developed.
Culture has long inspired people to pursue specific fields based on the “coolness” factor. In previous decades, movies like Top Gun from 1986 boosted Navy recruitment, while shows like the X-Files inspired young women to consider an FBI career. Whether that’s more lore than tangible conversion, isn’t our industry due for a perception overhaul?
The decentralization of entertainment and media sources (there are so many!) makes it more difficult to capture that phenomenon. However, lifestyle influencers have blown up on social platforms like TikTok and Instagram Reels with their “day in the life of [insert profession here]” videos. If you’re so inclined, you could try your hand at short-form videos of this nature about what it’s really like to work for a chauffeured transportation company—and it could apply to a variety of positions. Make sure it’s slick, fun, and interesting. Trends show that younger people value meaningful work, so focus on how their role provides a VIP experience. A major group move is the perfect way to highlight the blend of logistics, technology, and customer service (and maybe even a little FOMO if it’s a popular event). They’re also a big fan of corporate responsibility, so lean in and showcase your policies from sustainability to inclusivity. Don’t forget the hashtags and post on platforms they use (aka not Facebook).
Mentoring
Mentorship is one of our industry’s best qualities, and the fact that so many leaders are willing to offer their time and guidance is a net benefit to attracting younger leaders. Many longtime owners are exactly the right person to mentor these younger proteges. Owners who have been in business for decades are more likely to have a team of managers who can handle the day-to-day operations, freeing up their time to support and train a new recruit. This has been done for generations of businesses, especially those that are family-run.
Approaching mentoring with mutual respect is perhaps the most critical point of all. Gen Z isn’t inherently good because they are young, as much as older generations aren’t obsolete simply because of their age. The relationship dynamic between mentor and mentee will change over time, but the best mentorships are always a two-way street.
Besides honing that leadership muscle in younger workers, seasoned owners and managers can help them establish boundaries to avoid burnout, a common problem among Gen Zers. Younger folks are fairly adept at juggling multiple things at once, and their brains simply process information differently thanks to being connected to screens since birth, but experienced workers can help them develop so-called “soft skills” like customer service, communication, and handling hospitality demands. This isn’t a 9-to-5 gig, so the flexibility can be appealing—if you ensure they have plenty of time to balance their work and home lives. The possibility of a hybrid schedule and potential remote work is also a very big plus.
One caveat: While this article relies on generational trends, have an open mind and adapt to your mentee’s needs. Avoid reductive stereotypes and meet them where they are.
Final Thoughts
Our industry is filled with wildly innovative and dedicated professionals who span all age ranges, but it’s a fact that we skew on the older side. In order for the industry to thrive in its next evolution, we need more young people who want to build a career here to make that happen. Plus, the National Association of Colleges and Employers says that Gen Z will make up 30% of the workforce by 2030—only 4.5 years away—so we’d better get moving. [CD0525]