Airbnb CEO Brian Chesky cautions that Gen Z’s aversion to micromanagement may be limiting their potential—a realization he gained from Steve Jobs

Brian Chesky’s Perspective on Micromanagement

Brian Chesky, the CEO and co-founder of Airbnb, offers a different view on micromanagement—one of the most criticized management styles in the workplace. He believes that, when approached correctly, close involvement from leaders can actually help employees advance in their careers. Chesky points to Steve Jobs, Apple’s legendary co-founder, as a prime example of this philosophy in action.

In a conversation with CNBC, Chesky noted, “Steve Jobs was famous for his attention to detail—some would call it micromanagement.” However, after speaking with Jony Ive, Apple’s former chief design officer, Chesky learned that this label didn’t capture the true nature of Jobs’ leadership.

Chesky recalled asking Ive if he ever felt micromanaged by Jobs, given Jobs’ deep involvement in every aspect of the work. Ive responded, “No, he didn’t micromanage me. He worked alongside me. We tackled challenges together, and his focus on the details actually helped me grow.”

Jobs’ meticulous approach didn’t restrict Ive’s independence or make him feel undermined. Instead, it signaled genuine investment, set higher standards, and encouraged Ive to expand his creative abilities—contributing to the development of groundbreaking products like the Apple Watch and iPad. Ive has since become one of the most influential creative minds in technology.

Chesky emphasizes that the real question isn’t whether a leader is hands-on, but whether their involvement inspires employees to think bigger and develop, rather than limiting their potential.

“If I’m working closely with someone, am I helping them improve, or am I taking away their sense of ownership? My hope is that my involvement encourages people to broaden their thinking and reach new heights.”

Chesky’s Approach to Leading Airbnb’s Global Team

With Airbnb boasting over 4.5 million listings across 65,000 cities in 191 countries and a workforce of more than 7,300, Chesky argues that being deeply engaged in the details is essential for efficiency.

“There’s a common belief that focusing on details slows teams down, that it’s just micromanagement,” Chesky says. “But in reality, being involved can actually speed up decision-making.”

By having decision-makers present, organizations can avoid unnecessary layers of approval, lengthy meetings, and wasted time. Chesky explains, “In many companies, employees must navigate multiple levels of management to get approval, leading to endless meetings and slow progress. But when a leader is present, decisions can be made quickly. I gather everyone together, listen to recommendations, and we’re able to reach a conclusion rapidly.”

“I believe a leader’s main responsibility is to make decisions.”

The Impact on Gen Z and the Changing Role of Middle Management

While close involvement from leaders can help top talent feel supported and accelerate their growth, it’s also reshaping career paths for younger employees. As leaders become more hands-on, the traditional roles of middle managers are disappearing, making these positions less appealing to Gen Z.

According to research by Robert Walters, 72% of Gen Z workers would prefer to advance as individual contributors rather than pursue middle management roles.

More than half of Gen Z respondents specifically stated they have no interest in becoming middle managers. Even among those who expect to take on managerial responsibilities, a significant portion admitted they don’t actually want to.

This reluctance is understandable. As Chesky points out, today’s middle managers often lack real authority, receive less compensation than senior leaders, and aren’t fully embraced by their teams. Statistically, they are also the most stressed and burned out group in the workforce—and are increasingly seen as expendable.

Many tech companies have responded by flattening their organizational structures and eliminating middle management at a record pace.

This shift gives leaders more direct access to individual contributors, allowing for faster decision-making and closer oversight, as Chesky describes. However, it also sends a clear message to young professionals: climbing the corporate ladder may now carry more risks than rewards.

This article was originally published on Fortune.com.