As new generations enter the workforce and older generations … Dz’t exit, the dynamics between varying generational approaches to business development create challenges and opportunities for those willing to take the time to understand how to work effectively across generations. The ż Business Development Committee reached out to renowned work culture expert to help us make sense of how different generations approach work, and more specifically, how they approach business development within the construction industry. Here’s what she had to say.
żBD: Business development is about relationships at its core (to win business): What are the different approaches generations take to building relationships?
HM: No generation is a monolith, but each has distinct experiences that shape their communication preferences. Conventional wisdom suggests Boomers and older Gen Xers prefer phone calls and meetings, while Gen Z and younger Millennials lean towards short-form messaging, like texts or Slack. However, preferences vary among individuals, and communication is a two-way street — it’s essential to ask your potential business partner how they prefer to be contacted. I’ve noticed many people adding a tag to their emails asking about preferred contact methods, which is a great approach. Additionally, generative AI tools, like ChatGPT, can summarize, transcribe or expand content, enhancing communication options.
żBD: If you are attempting to connect with someone from different generations, what are effective approaches?
HM: Face-to-face meetings offer richer opportunities to connect, providing access to signals like tone, body language and facial expressions that are limited in virtual platforms like Zoom or Teams, and absent in text. However, initial connections can effectively begin through quicker, less demanding forms of communication. For instance, 39% of Americans meet their spouse or partner online, a figure that exceeds 50% for Millennials and Gen Z. If deep, emotional relationships can form online, a blend of asynchronous (text, email) and synchronous (in-person) communication can foster strong connections. While COVID accelerated remote work, online relationship-building has been growing for decades.
żBD: How does Gen Z perceive other generations when it comes to building relationships?
HM: If we rely on stereotypes, it’s often assumed that Boomers and older Gen X prefer face-to-face communication, while Gen Z leans toward asynchronous methods like texting or chat. However, not all Gen Z individuals are the same, though many have developed and maintained relationships through short-form messaging. Interestingly, early pandemic studies showed Boomers were least comfortable with remote work, while Gen Z was most at ease. Over time, these findings reversed — Boomers were edging toward retirement and more comfortable working remotely, integrating life and work, while Gen Z became more eager to form relationships and find mentors at work, so, more Gen Z sought to work in person. Asking about communication preferences is always best.
żBD: What are some common myths or misconceptions about Gen Z by older generations?
HM: Gen Z is often seen as lazy or slow to mature, but I Dz’t find this true. The tacit work contract, which was forged by the silent generation and fulfilled by the Boomers, is that you trade your loyalty for security. You trade your loyalty to the company for the security of employment. That contract has been broken for many decades.
The merger mania of the 70s and 80s led to layoffs to right the balance sheet and please investors. I believe layoffs should always be the last resort and handled with exquisite care —for a master class on this, , CEO of Airbnb, when he had to lay off 25% of his workforce at the start of COVID. Layoffs as a means of tightening the belt, cleaning up the balance sheet, cutting the fat, often do not achieve their objective. According to the , layoffs can cost more than they save through increased short-term costs (severance packages plus higher costs of hiring consultants), reduce rather than increase performance (erosion of trust), and increase long-term costs when you hire talent back at a higher price.
Gen Z is the furthest away from the promise of security, and as such, they are articulating a desire for something else: mission, meaning and mentorship. This new work contract fits well for all generations. Mission is the large goal of the organization — what impact are you trying to create? How are you leaving the world better or changed because you exist? Meaning is meaningful work — work that individuals feel engaged in, connected to and calling on their individual talents and interests. Mentorship is learning opportunities that are customized to the induvial and include coaching. Gen Z knows that learning is as important as earning; learning is what makes you more valuable tomorrow than you are today. I used to say, “Learning is the new pension; it is how you create your future value today.”
żBD: What personality types are attracted to/make up the business development workforce?
HM: There are many different personality profiles from Myers-Briggs (MBTI) to Clifton Strengths, which can illuminate your interests, preferences and strengths. Extroverted (MBTI) individuals are generally more equipped for business development, as they gain energy from interactions with others. The “Winning Over Others (Woo)” strength from Clifton is most often associated with sales or business development. I have found this concept of DELI, the eight to hold up, even though the concept was first presented more than 25 years ago. The deeply embedded life interests of “Enterprise Control” (interest in deal making or in strategy, owning the transaction) combined with “Influence Through Language and Ideas” (love persuasion of all sorts, spoken and written, verbal and visual) is the most common profile of people who enjoy sales/business development.
żBD: How does Gen Z view business development?
HM: Gen Z is more entrepreneurial than any other generation and as such, they may view business development as a means of having more agency and control. A found that 62% of Gen Zers had plans to own their own business one day. Research by Square reported of Gen Zers want to own their own company in the future. Gen Z sees less security in the world of employment, and they are fluid with many technology platforms, which equips them with more tools from which to craft a startup. Business development is an essential component of entrepreneurship.
żBD: What is the common ground between generations in business development?
HM: Respecting individual differences, whether generational or attitudinal, is essential for fostering a strong, collaborative culture — particularly in business development. Setting common goals that align with personal growth and continuous learning resonates across generations. Older generations bring valuable experience, while younger generations contribute fresh perspectives and technological savvy. People perform best when operating in their comfort zones, so it’s important to ask how they prefer to be contacted and be the connection point they need, when they need it.
About the Author
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Heather E. McGowan, a keynote speaker, thought leader, researcher and author, is one of the most influential voices on the Future of Work. As work continually evolves, McGowan illuminates the profound shifts from the agrarian to the AI-augmented era. Today, we face faster change within longer lifespans, requiring multiple adaptations in a single generation. Understanding both the vectors and velocity of change is essential to successful adaptation. McGowan is a sense maker, a dot connector, a deep thinker and a pattern matcher who sees things that others miss. Heather empowers people and organizations to embrace continuous learning. Onstage, her no-nonsense approach transforms mindsets, helping leaders and employees alike navigate rapid change with clarity and purpose, creating more innovative, empathetic and effective organizations.