Passing the Baton

I have had the joy and privilege of mentoring young people in the business world, both formally and informally, for quite some time. My husband has also mentored young people in various capacities. I have to say I am hopeful for the future.

When we talk about “passing the baton,” another good piece of wisdom is the importance of being mentored as well as mentoring others. While this article is mostly about mentoring others, my hope is that we all have somebody who mentors us, somebody we can look up to and take advice from, who will direct, and gently correct us where necessary.

So when it comes to passing the baton to the next generation, I am filled with optimism and excitement for what lies ahead.

Understanding Generational Shifts

McCrindle is an organisation that provides valuable research and insights to help us navigate intergenerational dynamics, especially as the workplace transitions from being Boomer-dominated to being led by Millennials and members of Generations X, Y, and Z.

Although generational labels are imprecise, McCrindle’s framework is widely accepted and helpful for understanding key trends. Generations typically span about fifteen years, though boundaries are fluid and influenced by factors such as geography, family position, socioeconomic background, and education.

• Builders: 1925–1945

• Boomers: 1946–1964

• Generation X: 1965–1979

• Generation Y (Millennials): 1980–1994

• Generation Z: 1995–2009

• Generation Alpha: 2010–2024

• Generation Beta: 2025–

Leadership and learning styles vary significantly between generations, which is why it is important to understand the changes. While builders and boomers respectively prefer leadership styles that are controlling and directing, subsequent generations respectively prefer coordinating, guiding, empowering and inspiring styles. It is easy to be dismissive of these changes, but we need to remember that the increase in information and data available at our fingertips means that instructing others - how we are told what to do - has had to change.

As newer generations increasingly dominate the workforce, leaders must remain attentive to evolving communication preferences and adapt accordingly. Decisions still need to be made in an orderly manner, but as the later generations dominate the workplace, we need to be alert to the preferred leadership and communication style shifts.

Employment in the 21^st Century

Work in the 21st century looks very different from what it once was. Many younger people have missed out on workplace benefits that older generations took for granted. I recently spoke with a young professional who had never heard of annual leave loading—a concept once considered standard.

Loyalty as a concept is not often modelled. The idea of job tenure or “a job for life” has largely disappeared. The casualisation of the workforce has reshaped expectations, making loyalty harder to cultivate when employment often feels transactional.

For decades, research in Strategic Human Resource Management has shown that salaries, even high ones, are not strong motivators. They are “hygiene factors”—necessary but not sufficient to inspire loyalty. High pay may create dependence, but that’s not the same as loyalty.

Curiousity and Problem Solving

In his book Turn the Ship Around, L. David Marquet advocates cultivating a “healthy dose of curiosity.” Many young people already embody this, having grown up with interactive technologies and instant access to information. Their problem-solving mindset often begins with a simple question: What happens if I press this button?

Those who pair curiosity with mentorship and safe parameters tend to flourish. Many have also developed strong multitasking abilities. Each person is different in how they respond to multiple stimuli, and this needs to be appropriately balanced with learning how to master your inner voice, but many young people have learnt how to deal with the bombardment of information we now face.

Young people increasingly learn through online platforms such as YouTube. While new social media regulations will soon limit access for Generation Alpha, these measures aim to protect them from online risks like grooming and bullying. This shift will be a minor setback for these young learners as teachers learn to accommodate this change which may slightly differentiate Gen Alpha from Gen Z, it is however unlikely to dramatically alter their workplace potential in the long term, but is worth noting that some of those easy learning skills will have to be supplemented in the short term. Just as those who finished their education during Covid lost socialisation skills before entering the workforce, these little changes add up.

Investing in the Next Generation

One initiative I’ve been involved with, The Board Internship, provides governance training for young people aged 22 to 35. I’ve found these interns, and other mentees I have worked with, to be respectful, attentive, and deeply appreciative of mentorship. I have been impressed by their willingness to listen and learn. Their insights, ability to process complex information, and growing emotional intelligence are truly inspiring.

Times have undoubtedly changed. Some aspects of the past are gone forever, and while it’s worth reflecting on what we might recover, nostalgia is not a strategy. More importantly, there are countless new opportunities to embrace. We have much to teach the next generation, but also much to learn as we understand how much the world has changed. Don’t expect to be able to pass on your insights without understanding the world of the next generation, it really is a different place. But by understanding their world, there is so much potential to ‘add value’ as they take up leadership roles going forward.

As we pass the baton, let’s do so with respect, humility, and hope. The future is in capable hands.