Align your corporate strategy with the next generation’s personal branding power.
The direct selling channel is at a pivotal moment.
New technologies, shifting consumer expectations and a generational turnover in the field are rewriting how leaders are recruited, supported and retained. The opportunity? Transform these shifts into your competitive advantage.
As younger entrepreneurs begin to engage with direct selling, one thing is coming into crystal clear focus: these young distributors have a strong, preference for building their own personal brand. And they are doing it across platforms and at breakneck speed—launching podcasts, growing social media followings, writing books and creating content that extends far beyond one company’s products and mission.
For direct selling companies, this feels risky. It flies in the face of the time-trusted strategies they’ve always relied on. But the reality is that distributors’ personal brand building efforts are not a threat to corporate success.
From Remittances to Independent Wealth
For younger millennials and Gen Z, transparency is no longer a marketing buzzword—it’s the price of entry. In groundbreaking, first-of-its-kind research conducted by Bridgehead Collective, 80 percent of this demographic said they require a high degree of transparency before they will even engage with a brand. According to Heather Chastain, Bridgehead’s Founder and CEO, “This isn’t just about sharing your mission statement; it’s about removing unnecessary jargon, speaking plainly and showing your process openly.”
Equally telling: 68 percent of respondents reported walking away from a brand that felt too scripted or opaque. “Terms we’ve used for decades—PV, QV, legs, left/right sides—are likely to confuse or alienate rather than inspire,” explained Chastain.
The way to remedy this is to adopt straightforward language that doesn’t feel too “inside the industry.” It’s a point made clearly by Rory Vaden, Co-Founder of Brand Builders Group. “The best way to make someone trust you is to speak their language, not your own. Strip away the jargon. Lead with clarity. And you can create connection before you ever make a pitch.”
Authenticity also means acknowledging that as companies we are willing to experiment, learn and partner with the field to create solutions. That collaborative honesty builds trust and engagement from the start.
Action Item: Corporate messaging should model a plain-spoken, human approach that builds trust. Transparency also means inviting sellers into the process, openly sharing what’s being tested and positioning the company as a partner in finding what works.
The Rise of the Personal Brand-First Seller
Historically, direct selling companies invited individuals to represent their brand. Leaders were expected to proudly wave the corporate flag and be grateful for the opportunity.
Bridgehead’s research shows that dynamic has flipped.
Today, nearly 90 percent of those surveyed want to lead with their personal brand first when selling. And 70 percent of Gen Z respondents said building their own audience is more important than building the company’s audience. The research also revealed that fewer than 10 percent of younger millennials will work with a brand that is overly prescriptive about how their personal brand should be represented.
DSN’s coverage consistently shows that leaders who put their personal brand first can drive more authentic connections—if corporate supports the integration.
“When someone builds a personal brand, they’re building a bridge of trust,” Vaden said. “The smartest companies don’t try to replace that bridge—they build their own lane right alongside it.”
This is a fundamental mindset shift, but an essential one, according to Chastain. “The role of corporate must shift from granting the privilege of representing our brand to earning the right to be part of the seller’s brand portfolio. Our products and mission must amplify their personal brand—not compete with it.”
Action Item: Provide training and tools that help leaders integrate your brand into their personal platforms. Instead of restricting their voice, empower them to tell authentic stories that align with your mission while staying true to their individuality.
Focus as a Multiplier
One of Vaden’s most consistent messages is that diluted focus leads to diluted results. Vaden has coached some of the world’s most recognized thought leaders. His experience guiding high-profile personal brands shows that exponential growth happens when leaders channel their energy into one core business before diversifying.
In direct selling, that means ensuring personal brand efforts drive back to the seller’s direct selling business.
“A personal brand is not a business model—it’s a trust-building system,” Vaden explained. “It’s the leader’s way of earning attention, credibility and connection with an audience.”
As an executive, your goal is to encourage leaders to create value-rich content that attracts their ideal prospects. Allow and encourage their personal brand to act as a magnet, drawing people into their circle—where your company’s products and opportunity become the natural next step.
Action Item: Help leaders view their personal branding not as a separate business model, but as a trust-building engine that powers their direct selling results. Align incentives, recognition and training to reward focus.
Co-Creation Drives Loyalty
Retention has always been the holy grail of direct selling, and Bridgehead’s research uncovered that the number one loyalty driver for the next generation is being seen and treated as a collaborator.
In fact, 76 percent of younger millennials and Gen Z want their relationship with a brand to feel like a partnership. “When we asked what most strongly influences their decision to stay with a brand, ‘being part of content creation’ and ‘having input into brand direction’ topped the list,” Chastain said.
This is a call to reimagine how we involve the field—not just as distributors of our message but as co-authors of it. Give your field a voice in brand decisions. When sellers have a hand in shaping the story, they feel ownership—and ownership leads to loyalty.
From our vantage point, companies that actively lead by formalizing field collaboration opportunities see higher engagement and retention across all generational segments.
Action Item: Formalize co-creation opportunities. Invite top leaders and even emerging voices into advisory panels, content brainstorms or beta product groups. Publicly recognize their contributions to reinforce the partnership dynamic.
Multiple Brand Representation Is the New Normal
Perhaps the most disruptive—and controversial—finding from Bridgehead’s research is that the expectation of exclusivity is fading fast.
“Our research showed 80 percent of respondents consider multi-brand representation a requirement when choosing an opportunity. Not a preference. Not a nice-to-have. A requirement,” Chastain shared. “Today’s seller wants their personal brand to be a curated, authentic collection of products they genuinely use and love.”
This doesn’t mean brand loyalty has eroded. “It’s still alive and well in direct selling,” Chastain explained. “But brand loyalty is not the same as brand monogamy.”
For sellers, being able to authentically recommend a mix of products they actually use is part of their credibility. Vaden sees this as a call to focus on corporate positioning. “Be the brand they’re most proud to align with, the one that adds the most value to their personal brand portfolio.”
Action Item: Adapt policies, compliance guidelines and incentives to accommodate and even leverage multi-brand representation. Focus on becoming their go-to brand authentically.
Going from Gatekeeper to Growth Partner
Some executives worry that if a leader’s personal brand becomes too big, they’ll leave the company. But leaders who feel supported are more likely to stay.
“When you invest in helping leaders build their personal brands, you’re investing in their sense of value and identity. They feel more connected to the company that champions their voice and supports their aspirations,” Vaden shared. “That loyalty pays dividends in retention, culture and advocacy.”
The company’s role in a personal brand–first era is to provide alignment, not restriction.
But how do you achieve that? By providing a framework that aligns their goals with yours, one that identifies brand-aligned content themes; provides compliant storytelling frameworks and templates; and sets brand integrity guardrails without stifling creativity and personal expression.
Vaden explained it succinctly, “Instead of wondering, ‘How do we control this,’ you should be asking “How do we harness it?”
Action Item: Embrace that personal branding is not a threat to your company’s brand—it’s an extension of it. Recognize and reward their success stories. Focus on helping the field build their personal brands while simultaneously amplifying yours.
Collaboration Wins the Future
In an era where authenticity and trust are the currency of influence, the voices of your field leaders will always be one of your greatest assets. Earning their trust through transparency, flexibility and partnership positions your brand as their brand of choice—even in a crowded, noisy, multi-brand reality.
As Chastain explained, “We are now earning our right to be one of the brands they choose to represent.”
The next generation isn’t asking to fit into the old corporate mold—they’re building something new. Companies that succeed in this environment will adapt—creating a culture where personal branding and corporate branding work in tandem, not in competition.
From the November/December 2025 issue of Direct Selling News magazine.
