UAE jobs: Should you be a ‘brat’ at work? Experts weigh in

Collins Dictionary’s Word of the Year has transformed from Charli XCX’s chart-topping album into a radical reimagining of professional identity.

The term, now defined as an expression of confidence, independence, and hedonism, transcends music to become a cultural touchstone that challenges traditional workplace norms.

But, what does it really take to be a ‘brat’ at work?

According to a study by Udemy, learning experts revealed workplace perceptions about Gen Z. The study, titled Gen Z at Work: Understanding the Next Generation, reveals how the cohort is transforming workforce dynamics through a ‘brat’ mindset.

Alan Todd, vice president of Udemy’s business leadership academy, explained that the research—conducted from April 1 to May 7 and surveying 6,677 learners across 10 countries—disrupts stereotypes about the generation. Contrary to common narratives, Gen Z demonstrates commitment to learning, with 44 per cent preferring full online courses as their primary educational method.

The term ‘brat’ has emerged as a compliment, symbolising acceptance of imperfections and authenticity. Todd noted that while generations often criticise Gen Z as disengaged workers, the data tells a different story. The generation challenges workplace norms by seeking feedback, demanding flexibility, and leveraging technology—including AI—to navigate professional environments.

“Gen Z’s ‘brat’ trend comes from their unprecedented access to information. They are the first generation to have mental health resources, workplace rights, and self-care tips at their fingertips. This knowledge fuels their confidence to challenge traditional hierarchies and demand environments that prioritise well-being. While it may come across as rebellious, it’s rooted in self-awareness and a refusal to tolerate environments that could tip them over the edge,” Noona Nafousi, Founder of Neo Noor told Arabian Business.

Additionally, according to Zeta Yarwood, CEO and Founder of Zeta Yarwood Coaching FZCO, there has also been a “conscious or unconscious ‘know your place’ culture in generational workplace trends.”

“Younger, more junior employees were seen as less experienced and expected to follow instructions from those above them. There was a clear hierarchy, with younger generations expected to respect it and follow it. Gen Z wants more from their careers than simply following directions in a 9-5 job. They value impact and want to make one from the start. This goes against previous workplace trends where impact was something made once you had climbed the corporate ladder,” she said, adding that Gen Z often prioritise their mental health, well-being a work-life balance when compared to previous generations’ values of job security, earning potential, willingness to “sacrifice” their time, and mental health for higher salaries.

“Previous generations grew up with ‘work as hard as you can now for free time later’, whereas Gen Z don’t want to delay their well-being and fulfilment. They want to experience it now,” she said.

So, should you be a ‘brat’ at work?

The ‘brat’ workplace phenomenon is more than a generational rebellion—it’s a critical examination of long-standing professional paradigms. “The benefits could be waking up from old belief systems that are no longer working for us,” Yarwood said. “Just because we’ve operated a certain way in the past (e.g. prioritising earning potential and working all hours to retire earlier at the cost of our mental health and wellbeing) doesn’t mean it’s the ‘right’ way of doing things.”

Yarwood pointed to the mounting mental health crisis as evidence: “What we’re doing isn’t working on some level. It could be that Gen Z is right, and there’s something we can learn from them about working better.”

Nafousi offered a nuanced perspective on the potential transformative power of the ‘brat’ approach. “Gen Z’s awareness of mental health makes them push for environments where well-being is prioritised,” she explains. The approach promises more than individual benefits—it potentially redesigns workplace culture itself.

However, the path is not without challenges. “The challenge is balancing their need for flexibility and openness without undermining team cohesion or long-standing professional norms, potentially causing friction with older generations who grew up in more rigid environments,” Nafousi cautioned.

The ‘brat’ methodology risks creating friction with older generations accustomed to more rigid workplace structures.

As workplaces continually evolve to accommodate younger workers’ vocabularies and work styles, the fundamental question remains: How can companies effectively adapt to create communication strategies that bridge generational divides while maintaining productivity and respect?

“It’s about being open to new forms of communication without losing authenticity. Gen Z’s use of slang reflects their digital-first culture, but it also shows their desire for less formal, more connected workplace relationships. Managers don’t need to adopt the slang themselves, but understanding and respecting how Gen Z communicates fosters stronger working relationships,” Nafousi said.

Yarwood also suggested that employers can be “playful” with it. ‘There’s nothing more ‘cringe’ than older generations trying to be ‘down with the kids.’ If older generations can be humble with self-deprecating humour regarding their slang term inadequacies and ask Gen Z employees what terms to say and when, you can find a way to bridge the generational communication gap,” she concluded.