If there’s one thing that’s more important than seniority, it’s mindset. Recent Deloitte research (2025) shows that Gen Z and Millennials, more than any prior generation, are actively prioritising learning and development, not just title or tenure.  

They value growth, feedback, continuous improvement, and are less deferential by default to hierarchy unless there’s competence and clarity. 

That means someone junior, from any generation, who constantly seeks to learn, take feedback, experiment (which will inevitably involve failure) and learn again can outpace someone more senior who rests on years of “this is how we do it.” In consultative selling, that attitude matters in how you build relationships, respond to client objections, use digital tools, or adopt new enablement practices. 

Another recent insight from Barrett Values Centre on Bridging the Gap: Navigating the Multigenerational Workforce in 2025 confirms that firms which adopt cross-generational mentorship (younger people bringing in digital fluency; older bringing institutional wisdom) and customised feedback rhythms see higher engagement across all employees. 

This clarity of expectation among fee earning teams in turn leads to more proactive business development, more willingness to pick up leads, ask for referrals, follow up—actions often held back by uncertainty or fear of coming across a tad too salesy. 

Why These Rules Matter Now 

• The key stakeholders within high value client accounts themselves are aging. (More on this in our succession planning edition)  As those clients age, they look to firms not just for advice today but for stability, multigenerational insight, and smooth transition—not just in their assets, but in the relationship with their suppliers. Firms that show a breadth of generational strength will be trusted more in this transition. 

• Internally, succession and retention risk is increasing. If you don’t empower emerging leaders with mindset, tools, feedback, and relationship-exposure, you risk your rainmakers retiring with a large part of your client base. 

• Market research shows firms with strong multi-generational cultures and growth mindset across all levels outperform those with generational silos. They get better client retention, better talent retention, and more consistent growth because they nurture both institutional knowledge and innovation. 

Action Steps for Your Firm 

• Make Feedback Multi-Directional and Regular: Not just top down. Allow juniors to give input on what works or doesn’t. Encourage learning from younger’s digital fluency and AI proficiency. Senior staff sharing stories of failure or what they’re still learning adds credibility and fosters trust across generations. 

• Design Playbooks That Offer Collective Benefit: Create resources that everyone can access to reinforce their existing strengths while also providing practical support in areas where they have room to grow, ensuring the whole team benefits across the board. 

• Mentorship Pairings & Reverse Mentoring: Pair a senior adviser with a younger one both to share institutional wisdom and to expose senior leaders to fresh perspectives (e.g. tech, digital communication, evolving client expectations). 

• Mindset over Title Policy: Define expectations for business development and consultative selling based on behaviour and results, not just seniority. Celebrate failure safely, learning loops, experimentation. Encourage advisers of all levels to proactively engage in lead follow-ups, client referrals, and thought leadership. 

If your firm is navigating generational diversity, whether it’s managing client expectations, succession risk among partners, or building a modern sales enablement culture – we’d love to help you design strategies that don’t just survive generational change, but harness it for growth. Book a 15-minute call with us to discuss.