Why is investing in the next generation of leaders important?
Well, it seems to go without saying that investing in the next generation is important in all aspects of an organization or business. The organizations we work with are particularly interested in identifying young leaders they believe will be successful and investing in them. Otherwise, they often have to bring in talent from the outside, which is expensive and doesn’t always work. People who’ve grown up inside an organization are generally more successful.
Another way to think about it, and probably the way we’re looking at it here, is the importance of investing in really young leaders — students and young people who are still working on their education and figuring out their life paths.
What inspired you to create the Leadership Character Youth Coalition?
A foundational part of our business is our model of the kind of character people need to succeed in leadership. Both Bob and I are passionate about helping young people understand that they are capable of being leaders and that one of their responsibilities as human beings is to keep growing — to become a better version of themselves tomorrow than they are today.
We believe people work on their character every day of their lives. Adolescents, in particular, need to understand that all of them can lead and likely already have experiences where they’ve taken responsibility in various situations.
In organizations, we sometimes encounter people who feel powerless, believing that whatever happens to them is beyond their control. These individuals often experience depression and a lack of confidence. On the other hand, people who feel a sense of self-efficacy — the belief that they can influence their future and environment — tend to be happier and more successful.
We are especially interested in the mental health of young people. When they understand their capacity to impact their environment and those around them, they feel a greater sense of power and agency.
Can you share any impactful stories or moments from your experience working with young leaders?
One story that comes to mind involves a young woman we hired — the daughter of a client. She had recently graduated and needed a job, and we happened to have a position to fill. What we quickly discovered was that if you gave her tasks to do, she excelled. She was incredibly talented.
At the time, we were working on a CEO selection project for a board. She handled a lot of the data analysis and created slides and processes for the board to review the candidates’ test results. Bob was leading the project, and because she had been so involved, we invited her to the board meeting to present some of the data.
When she walked into the room, she faced a group of predominantly middle-aged, white, male board members. One of them asked, “What are you doing here, young lady?”
She didn’t get flustered. She smiled and confidently said, “I’m here because I conducted the data analysis.” She proceeded to explain the processes, her analysis, and the key findings. Her competence and presence quickly earned their confidence.
We didn’t give her that opportunity for her sake — we did it because she brought genuine value to the project. That experience was transformative for her and incredibly beneficial for us.
What skills and characteristics do you believe are most critical for the next generation of leaders?
With the rise of artificial intelligence, it’s clear that having a strong technological foundation will be essential. People will need to become comfortable using AI as a partner. But equally important will be human skills — the ability to relate to others, demonstrate empathy, and connect on a personal level.
Another critical characteristic is adaptability. Navigating uncertainty and managing ambiguity are becoming more important than ever. Leaders will need to remain calm and effective even when faced with complex challenges.
What advice would you give to organizations looking to invest in young leaders?
The biggest lesson is not to put young leaders in a box. Give them opportunities to try new things and gain experience. More often than not, you’ll be pleasantly surprised by their capabilities.
While there are occasional situations where things don’t work out, the vast majority of the young people we’ve hired have brought immense value. If you allow them to experiment, develop skills, and contribute, your organization will benefit as much as they do.
How can young leaders take ownership of their growth and development?
Look for opportunities to lead and fill in the gaps. Kat Cole, now the CEO of Athletic Greens, began her career at Hooters in Jacksonville. She described herself as “like water,” filling empty spaces wherever something needed to be done. She stepped up, solved problems, and supported others — and her career flourished as a result.
Any final words for our readers?
Bob always says, “Confidence is there for the taking.” If you see a problem, a gap, or someone in need of help, step up. Take ownership. Do what you can to bring others along and make the world a better place — and you’ll become a better leader in the process.