Direct selling University’s Fall Event (DSU) was a landmark gathering for the direct selling industry. Hundreds of executives from over 120 different direct selling companies attended, and the event was a remarkable showcase of cutting-edge insights, invaluable networking opportunities and actionable strategies.

The right compensation structure can help a company thrive, expand across markets and build powerful brand loyalty. An ill-fitting comp plan, however, can create exactly the opposite—tanking distributor morale and limiting who and how many people a company can reach.

It doesn’t matter how powerful the direct selling message is when the language we use gets lost in translation. We’ve used the same direct selling language for so long that it’s deeply ingrained in our culture. But—quite frankly—it no longer serves us or our sales force.

The debate about what direct selling is and isn’t continues to evolve. As a channel, we have an immediate opportunity to redefine the business model and control the narrative. But do we know what we want to say?

This month, the study targeted the UK, Spain, France, Germany and Poland, and while the research presented in this article focuses on the generational differences across Europe as a whole, the study also provided striking differences between each of these growing direct selling markets.

In its largest gathering of direct selling executives to date, Direct Selling University (DSU) offered two days of education and training sessions from the experts and thought leaders behind today’s most successful brands and marketplace movements.

This month, we turn our energy to the insights gained on Leadership and Team Building. An interesting set of facts uncovered by the study is that this idea that everyone would want to build a team if only we rewarded it properly, marketed it well and encouraged them enough is simply not true for Gen Z and Younger Millennials.

Today, direct selling fields are disparate groups defined internally by the cultures, brands and messaging of the companies they represent. They are always evolving and always a challenge. Productive field engagement takes hard work and diligence on the part of companies, as well as a good measure of finesse when marketplace challenges dictate change.

This month, we turn our energy to the insights gained on Retention. An interesting set of facts uncovered by the study is that retention may be made up of even more elements than we may have previously thought. In particular, the research highlighted an increasingly strong correlation between recognition and retention.

Compliance has long been considered an obligation, much like taxes and insurance, but there is power in building a company culture that reinforces and emphasizes compliance. A healthy compliance strategy shields companies from legal and regulatory offenses; reduces the prevalence of damaging and false information online; and prevents rogue sellers.

This month, we turn our energy to the insights gained on Events and Incentive Trips. While we may not deliver as many shocking “a-ha”s in this area of insight, I challenge each of you to look closely at your programs through this lens and (perhaps ruthlessly) edit. Done well, you can see massive savings by not paying for duplicative rewards and increased productivity by focusing only on the most compelling offerings.

For the purposes of this study, recognition was really explored under the umbrella of “Motivations.” Meaning, we examined all the programs, communication, celebration and incentives that would most likely resonate for direct sellers to join, stay and thrive with direct selling companies. Interestingly, the differences between men and women were just as stark as the differences between generations.