Why Leaders Need to Be Present to Inspire the Next Generation

The pandemic has fundamentally reshaped how we think about work. Remote and hybrid models have become the norm, offering flexibility and convenience. But as we settle into this new reality, I can’t help but reflect on what might be lost – especially for young people entering the workforce.  

The office, for all its perceived downsides, has historically been more than just a workspace. It has been a vital environment for learning, collaboration, and personal growth. 

Throughout my career, I’ve been fortunate to learn not just from books or formal training, but from people. Observing colleagues, listening to their stories, and witnessing their decision-making have taught me lessons that no classroom or online course could replicate. Skills are often absorbed rather than explicitly taught, and the process is as much about osmosis as it is about instruction. Sometimes, it’s watching someone excel that inspires us to emulate their methods. Other times, it’s seeing mistakes and recognising what not to do. 

These experiences are crucial for young professionals. Yet, without a consistent presence in the office, many risk missing out on this informal yet invaluable education. Leadership, for instance, is not about titles or years served. True leadership is about setting an example, and that example is most effectively conveyed when people work alongside one another in person. Remote communication tools are excellent for transactional tasks but struggle to replicate the nuance of face-to-face interaction – the subtle cues, the unspoken lessons, and the shared moments that foster teamwork. 

This is why I feel so strongly that employers and senior leaders have a duty to be present in the office. It’s not just about getting work done; it’s about cultivating a culture of learning and support. We are role models whether we like it or not, and the examples we set in the office can inspire a generation of young professionals to thrive. Leadership by example doesn’t happen in isolation. It requires visibility, approachability, and, perhaps most importantly, the willingness to share our successes and failures openly. 

I recently attended a workshop where an 18-year-old shared her experience of taking GCSEs during lockdown. Isolated in her bedroom, with papers passed through the door, she struggled not only academically but also emotionally. She spoke of the long road to recovery – of rebuilding her confidence to the point where she could consider entering the workforce. Her story was a stark reminder of how much young people have endured and how much they need environments that foster connection and growth. 

The office can be that environment. It’s a place where relationships are built, where people feel a sense of belonging, and where they can learn not just technical skills but the interpersonal ones that make all the difference in a career. A team is not just a collection of individuals working towards a goal; it’s a community. And for that community to thrive, it needs a shared space, a hub where ideas are exchanged, and trust is built. 

This isn’t to dismiss the value of flexible working or the advances in technology that have enabled it. Online resources and remote tools have revolutionised how we work, and they are here to stay. But we must not let them replace the irreplaceable. Offices are more than physical spaces; they are crucibles for development, collaboration, and innovation. 

As we look to the future, we must ask ourselves: what kind of workplaces do we want to create for the next generation? Do we want young people to learn solely through screens and scheduled calls, or do we want to provide them with the richness of in-person experience? The answer, I believe, is clear. 

Employers, managers, and leaders must take the lead in striking the right balance. By prioritising in-person interaction while embracing the flexibility of modern work, we can ensure that young professionals are not just employed but empowered. Their success will be the measure of our leadership, and it starts with showing up.