Gen-Z is a growing part of the workforce and organizations are realizing that managing this group differently from managing their millennial counterparts will be a good idea. This generation demands recognition of their individuality, and that personal goals are aligned with organizational goals. I have found that this is especially true in the sales function.
Gen-Z is not satisfied with the traditional sales and business development model, which has been based on personal reward and a greater good mentality. Gen-Z is looking for meaning in their jobs and a sense of personal growth. They also want to understand the inner workings of a company and why certain tasks are important. Managers who can address these needs accurately can create an environment that is motivating and drives individual and organizational success.
Based upon my experience as global VP of Sales, I have identified four key pillars for creating a sales culture that will help Gen-Z employees thrive and stay with the company.
Make sure you are in an environment that encourages personal growth.
Gen-Z is a generation that values personal development and growth. This generation wants leadership to listen to what they want and need for their career. Managers must prioritize listening and asking their team. According to a Deloitte Digital survey, Gen-Zers that feel valued at work are more likely to enjoy coming to work. They are also less likely to quit their jobs.
Managers who understand the personal goals of their employees can provide them with opportunities to develop skills, train and advance. Money used to be a great equalizer for sales – do the work, earn more – but now employees are motivated not only by earning, but also by learning.
By prioritizing opportunities for career development and continuous learning, managers can cultivate motivated employees who understand the importance of personal growth and its contribution towards organizational success.
Increase organizational performance by focusing on individual goals.
Gen-Z is increasingly interested in the inner workings of their company, not only to know what they stand for but how they fit into the larger picture of success. It means letting employees know how their work impacts the company, allowing them easy access to the leadership and eliminating the notion that leadership is not accessible.
Managers must communicate organizational structure, goals and processes. They should also explain how each task contributes to the overall success of the company. The business development role, for example, can be extremely difficult but also very valuable to a sales organization. In the world of sales development, reps are often cold-calling and emailing throughout the day. A 4% success rate in this environment is amazing. As a role which is often entry level, a 4% rate of success can seem incredibly low. Managers can help by connecting cold calls with the company’s objectives. This will increase Gen-Z’s commitment and engagement.
Develop a habit for clear and collaborative communication.
A clear, collaborative, and communicative workplace environment is another pillar that Gen-Z looks for. This is something that has been important to many generations in the workplace, but it’s especially critical for Gen Z managers. By following this ethos they will be better able to accomplish the two pillars.
Managers who consistently communicate expectations, goals, and performance metrics as well as the company’s values, mission, and strategic initiatives will hit exactly on what Gen-Z workers are looking for–a clear understanding of “why” their tasks lead to a sense of purpose and ownership. A survey of 2,600 Gen Zers found that more than two thirds (67%) rated company values as more important than the CEO.
Gen-Z is also a collaborative environment. Managers must encourage teamwork, and create platforms for idea sharing and knowledge exchange. Cross-functional collaboration allows employees to gain a better understanding of an organization by exposing them to its different aspects. It is especially important for sales because business development roles often serve as an entry point into an organization, rather than a destination. Managers can help Gen-Z understand the mechanics of the organization, their role and opportunities to advance by facilitating knowledge sharing and collaboration.
Salespeople, particularly those in the SaaS sector, are increasingly relying on this skill. It is difficult to find talent in this industry. Managers who can create a collaborative, communicative and clear environment will have higher retention rates. If one thing is certain, it is that homegrown talent can be a great asset to a successful company.
Celebrate your wins, big and small.
The final pillar in Gen-Z Management is to recognize and celebrate your team’s achievements. Gen-Zers are very appreciative of acknowledgment. Managers who implement systems to do this, whether it is individual or team based, will foster happy teams. More than half of Gen-Zers (60%) believe that a manager who values them will encourage them to stay at the company longer. Managers can motivate Gen-Z workers by recognizing their growth and efforts.
Gen-Z has become a crucial part of any successful business. Managers must therefore ensure that they are meeting their needs at work. Managers can motivate and engage Gen=Z by promoting personal development, linking company mechanics to purpose, promoting communication and clarity, encouraging collaboration and sharing of knowledge, and recognising milestones. Businesses that prioritise this will be ahead of curve in leveraging this generation’s talent and perspective to advance their organization.
