Managing a sales team is like managing a pack of wolves. It’s never really been easy to manage a sales team. However, sales managers are finding it particularly hard to deal with a new set of salespeople: the Gen- Zs
We’re increasingly seeing a widening trust deficit between managers and salespeople. We list down 5 most common & core disagreement points that are leading to friction between Gen-z salespeople and their managers.
Success is a joint responsibility between me and my manager
What Gen-zs are saying
I’m committed to giving my best. I’ll put in the required effort in upskilling myself and the inputs required from me. My organization and my manager have done this over the years. They define the targets, leads, activities and pretty much everything. If I fail in spite of my best efforts, surely the manager & organization should take some responsibility.
How the managers are hearing it
If I fail, it’s because of my manager. I can’t be held responsible for my performance.
I want a good work environment. I don’t want unnecessary stress
What Gen-zs are saying
I shouldn’t hate getting up and going to work. My managers often micromanage and interactions are often stressful. I don’t feel like they are trying to help me or that they want me to succeed.
How managers are hearing it
I don’t like being questioned about anything. I don’t want to be accountable for my work or outcomes.
I am entitled to my own opinions
What Gen-zs are saying
I am entitled to my opinion and my independent thought. I won’t agree to something just because my manager says it. Also, things change everyday. I’m entitled to change my opinion based on that.
How the managers are hearing it
I have no respect for authority or my previous commitments. I’ll argue with everything presented and seek long justifications for every decision.
I want to clearly understand my career progression
What Gen-zs are saying
I want to grow. I’m here as much for the organization as myself. I don’t like it when I get vague answers about my growth path. My managers say that they’ll look at it when the time is right. That doesn’t work for me.
How managers are hearing it
I am selfish and not committed to the organization. I want early rewards without putting in the effort.
I’ll protect my work life balance at all costs
What Gen-Zs are saying
I have a life outside of work. I’ll do my fair share of work but I won’t have unnecessary work dumped on me. And I shouldn’t be penalized for saying no to additional work which isn’t mine to begin with. It’s my manager’s job to address staffing based on the workload.
How managers are hearing it
I’ll resist any additional work. I’ll question every work assigned to me to check if it’s been previously agreed or in my scope. My priorities are more important than the organization’s priorities.
The obvious next question is where do we go from here and what do we do about it.
Unfortunately, there isn’t an easy answer to this question. As more and more Gen-Zs enter the sales team, managers are going to have to learn to manage them on the go. We’re already seeing a rise in attrition in sales teams and this problem could escalate quickly. What we can be sure of is that existing motivation tools and methods are definitely not going to work with Gen-Zs. Both sides need to stop blaming each other and figure out a way to work together.
