Managing Gen Z Sales Teams: "The Fourth Turning - Crisis Strategy"
- Mark Taggart
- Jan 19
- 7 min read
Struggling with motivating and managing Gen Z sales reps? The problem isn't their work ethic; it's the historical cycle.
The chaos in the headlines isn't random. The Strauss-Howe generational theory predicts our current global crisis—and reveals precisely how the natural evolving personality traits can be nurtured to build a sales culture that will thrive in today/tomorrow’s new reality.
Understanding the "Turning-Cycle" and the generational cultural shift that follows will help you better understand how to best Manage and motivate Gen Z Sales Reps. Better still, it will give you a strong foundation for a few years ahead when Gen Alpha Sales reps start filling sales positions in 2030.
The Strauss-Howe generational theory explained - Understand what it is and where we are.
Below: the Generations by name, influences and age in the year 2026. As the timeline below shows, Gen Z sales reps are arriving en masse, with the AI-native Gen Alpha following shortly behind.
If you’ve looked at the news lately, you’ve felt it.
The intense political polarisation. The shattering of institutional norms, exemplified by the disruption of the Trump era. The return of great power global conflicts. It feels like the world is unravelling.
But if you look at the Strauss-Howe Generational Theory, none of this is chaos. It is clockwork.
We are deep in a Fourth Turning—a "Crisis" era that arrives roughly every 80. For sales leaders and CEOs, understanding this historical cycle isn't just about politics; it is the skeleton key to understanding the workforce of tomorrow:
"Wolf of Wall Street" 90's era is dead.
"Hustle Culture" of the early 2000s is dying.
As we recruit Gen Z, and look forward to Gen Alpha and onto Gen Beta, we are hiring into a completely different historical season that requires a different approach to sales and team leadership.
Here is what the 4-Step Cyclical Theory tells us about where we are today, and how you need to "debug" your sales culture to survive the winter phase we are now well within. It's not all doom and gloom because "spring and abundance" is not far away.
Managing Gen Z Sales Team with the "4 Turnings" in Mind: A Quick Primer for Business Leaders
William Strauss and Neil Howe theorised that history moves rather like seasonal cycles (a saeculum) of four "seasons," each lasting about 20–25 years each.
The High (Spring): Institutions are strong; individualism is weak. Society agrees on where it’s going (e.g., Post-WWII 1946–1964 - Creation of the UN).
The Awakening (Summer): Institutions are attacked in the name of personal and spiritual autonomy (e.g., The 60s and 70s - EU Growing and UN maturing).
The Unravelling (Autumn): Institutions are weak and distrusted; individualism is strong and flourishing (e.g., The 80s, 90s, and 2000s). This was the era of the "Lone Wolf" sales rep.
The Crisis (Winter): Institutions are destroyed and rebuilt. (Sadly, 81 years after its formation, the UN President recently admitted it is no longer fit for purpose.) The focus shifts from individual gain to collective survival, community, and order. We are at this moment in time.
Today: The Depth of the Fourth Turning Crisis
We entered the Fourth Turning around the 2008 Global Financial Crisis. In this season, society tears down what doesn't work to build something that does.
The polarisation and populism we see — from Donald Trump’s political movement to the fracturing of global alliances — are not glitches; they are classic features of the Crisis era. The theory predicts that during a Fourth Turning, the public loses faith in established systems, often seeking radical change or "strongman" leadership to secure order amidst the chaos.
For the business world, this means uncertainty is the new baseline. The sales strategies that worked in the "Unravelling" (where everyone was out for themselves) are failing because the societal mood has shifted from individual achievement to collective security.
The New Players: Who Will Be on Your Future Sales Team?
The Fourth Turning changes the "Archetypes" of the generations it produces. To build a successful sales organisation, you need to know who you are dealing with.
1. Gen Z: The "Artist" Archetype (Born ~2005–2025, starting work today)
In the Strauss-Howe model, children born during a Crisis become Artists.
The Vibe: They are not rebels (like Boomers) or risk-takers (like Gen X). They are adaptive, sensitive, and seek stability above all else.
On the Sales Floor: They have grown up watching the world burn (through Covid, political unrest, and economic instability).
They do not want "high risk, high reward" commission-only roles.
They crave mentorship, clear structures, and psychological safety.
They are empathetic and inclusive — making them excellent at consultative selling, but potentially less effective at aggressive closing.
To address this coaching in "customer pain discovery and elaboration" is a quick win and confidence booster for managing Gen-Z sales reps.
2. Gen Alpha: The New "Prophets" (Born ~2010–2024, arriving for work in 2030)
These are the children currently in school, being raised during the darkest part of the Crisis.
The Prediction: Like the Boomers before them (born during/after WWII), they are predicted to grow up as an idealistic, values-driven generation.
Future Sales Impact: They will demand moral alignment from their employers.
They won't just want to sell a product; they will need to believe the product "saves" the world in some small way to feel motivated.
3. Gen Beta: The New "Nomads" (Born ~2025–2039 ready for work in 2045)
The generation just being born. They will be the youth of the "High" that follows this crisis.
The Prediction: Like Gen X, they will likely be pragmatic, resilient, and independent, but they are a long way from your SDR team.
How to 'Debug' Your Sales Org with a Sales Audit
Use our "How to Debug Your Sales Org with a Sales Audit" guide
If you are running a sales org today, you are likely a Gen X or Millennial leader trying to manage Gen Z reps. The friction you feel is real—it’s a clash of historical archetypes.
Here is how to adapt your sales leadership for the Fourth Turning:
Kill the "Wolf" Culture: The "Coffee is for Closers" attitude belongs to the Unravelling (Third Turning).
Gen Z Sales sees this as toxic, inauthentic, and risky.
In a Crisis era, buyers want trust and stability, not flash.
Pivot your training from "persuasion" to "advisory."
Sell "Safety" and "Purpose," Not Just Money: In the 90s, you motivated a sales rep with the promise of a luxury car.
Today, you motivate a Gen Z rep with a clear career path, mental health support, and a stable base salary.
They are risk-averse because their formative years have been defined by risk.
Be Tech-Enabled, Not Tech-Dependent: Gen Z and Alpha are digital natives, but as "Artists," they crave human connection.
They will use your tech stack seamlessly, but they paradoxically prefer face-to-face (or screen-to-screen) feedback over cold dashboards.
Don't let your CRM be their only manager.
The Light at the End of the Tunnel
The Fourth Turning is scary, but it is a cycle, and it will end. Historically, it is followed by a "High"—a period of prosperity, strong new institutions, and renewed optimism.
The companies that will dominate that future are the ones that are rebuilding their internal culture right now.
If you can build a sales team that accommodates the sensitivity of Gen Z and harnesses the idealism of Gen Alpha, you won't just hit quota; you’ll build the kind of institution that survives the winter and thrives in the spring.
Need to Future-Proof Your Sales Team?
You don't have to navigate the "Fourth Turning" alone. I help Boards and CEOs audit their sales engines, tune up, coach or install the leadership needed for the Gen Z era.
Frequently Asked Questions: Managing the "Crisis" Generations in Sales
Q: Is Gen Z actually ready for high-pressure sales roles?
A: Yes, but not in the traditional "Wolf of Wall Street" sense. According to Strauss-Howe theory, Gen Z falls into the "Artist" archetype—a generation raised during crisis (2008 GFC, COVID-19). This makes them risk-averse and sensitive, meaning they often struggle with the "sink or swim" culture of old-school sales floors. However, their high empathy and desire for consensus make them exceptionally eager learners and natural consultative sellers. They are ready, but they require psychological safety and clear, structured mentorship to thrive.
Q: How does the "Fourth Turning" crisis create business opportunities for sales teams?
A: Crisis eras destroy old institutions and demand new solutions, creating a massive vacuum for trust. While the "Unraveling" (1980s-2000s) rewarded individualism and aggressive persuasion, the Fourth Turning (today) rewards stability, community, and order. Companies that pivot their sales approach from "persuasion" to "partnership" will capture the market. Buyers are scared; they don't want a hero to sell them a dream; they want a reliable advisor to help them survive the winter.
Q: What is the best management style for Gen Z and Gen Alpha sales reps?
A: Leaders must shift from a "Commander" style to a "Gardener" style.
For Gen X Managers (Nomads): Your natural pragmatism and "figure it out" attitude will alienate Gen Z. You must over-communicate and provide the structure they crave.
For Millennial Managers (Heroes): Your "team player" energy aligns well, but avoid toxic positivity. Gen Z values authenticity and will disengage if they feel the mission is fake.
Key Tactic: Implement "micro-coaching." Instead of monthly reviews, offer daily, low-stakes feedback. Gen Z views silence as disapproval.
Q: What can we expect from Gen Alpha (born 2010–2024) when they enter the workforce?
A: Gen Alpha is predicted to be the new "Prophet" archetype (similar to Baby Boomers). Raised during the peak of the crisis, they will likely be values-driven idealists. Unlike Gen Z, who seeks safety, Gen Alpha will likely seek purpose. To recruit them, sales orgs will need to prove their product doesn't just drive revenue, but positively impacts the world. They will be the most tech-literate generation in history but will paradoxically crave intense human connection and moral alignment from their employers.
Q: How do I retain Gen Z talent when they are known for job hopping?
A: The "job hopping" narrative is often a symptom of insecurity, not disloyalty. Because they are the "Artist" archetype, Gen Z seeks a "safe harbor."
Kill the Commission-Only Model: Offer higher base salaries to reduce their anxiety.
Map the Future: Show them a visual, step-by-step career progression (e.g., SDR -> AE -> Manager) during the interview.
Mentorship: Assign them a "work buddy" or mentor immediately. They stay for people, not just paychecks.
