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Gen Z is entering the workforce in droves, and their reputation precedes them. This is the cohort that was expected to initiate an epochal sea change in corporate America, with headline after headline (even some of our own) foreshadowing a desire for work-life balance, Zoom calls with the camera off, and an all-around more casual work culture with the potential to frustrate management.
Hyperbole notwithstanding, leaders far and wide will be working to figure out how to motivate, and leverage, this burgeoning workforce. Revenue Brew asked three sales leaders what they do to get the most out of Gen Z employees, and what their younger team members tend to excel at.
Magic (tech) touch
As many sales teams are trying to figure out what technology to implement (we assessed some of the challenges and opportunities here), one document management company is accentuating the positives of Gen Z staffers. Toshiba America Business Solutions CRO Steve Sauer says the technological competency that Gen Z brings helps him implement change faster.
“Their learning curve is going to be much quicker on some of the AI tools we’re using, or whatever it is, to be quicker and more efficient. They adapt quicker. They want it. There’s never pushback on change,” Sauer said.
Sauer even said companies that don’t have enough Gen Z employees, or that don’t listen to them, are putting themselves at a disadvantage.
“They’re going to be pulling it and pushing to get more up-to-date tools. If we’re slow they’re going to remind us, and if we’re not listening, that’ll put us at a competitive disadvantage,” he said. Some, in fact, believe that Gen Z will be the driving force of a new industrial revolution, “Industry 4.0.”
Still perfecting the pace
While Gen Z might have a reputation for lacking a work ethic, Yoni Tserruya, co-founder and CEO of Lusha, a sales streaming company that creates AI-powered playlists for prospecting (think Spotify for salespeople), says he has witnessed unique enthusiasm. He says Gen Z is leveraging its cultural competency to succeed in customer-facing sales roles.
“If a message doesn’t land, they don’t keep forcing it, they move on and try something new,” Tserruya told Revenue Brew. “They’ve grown up in signal overload, so they’re quick to filter out noise and zero in on what matters. When they reach out, it feels personal, not just personalized.”
While Tserruya said eagerness and adaptability are working wonders for Gen Z, he acknowledges there is still a learning curve in sales.
“The flip side of speed is sometimes patience. Sales still takes time. Even with the best data, the right signals, and all the automation in the world, some deals move slowly,” Tserruya wrote. “The Gen Z reps who succeed are the ones who learn to balance that hunger for speed with the discipline of consistency.”
Creating a sustainable culture
Ashley Wade, chief revenue officer at healthcare research company Sago Health, says she gets the most out of Gen Z employees when they feel they are secure and supported. Not a bad thing of course, considering that sales jobs, while popular with young professionals, are often accompanied by long hours and burnout. A 2025 report from employee recognition company O.C. Tanner outlined the positive impacts of fostering trust among employees.
“Purpose, impact, creativity, and psychological safety come to mind as tenets of a culture Gen Z employees thrive in,” Wade told Revenue Brew in an email. “[This] gives them space to contribute in a way that’s meaningful and relevant to them, allows them to showcase individuality as a part of a group.”
Moreover, while Gen Z’s push for work-life balance and embrace of time off can be seen as negatives, Wade thinks it provides a unique opportunity to make the sales world more sustainable.
“Gen Zers bring this ethos of balance and work boundaries that point toward a more sustainable way of working long term.”