Next Generation Leadership: Fostering inclusive approaches to cross-sector collaboration | Insights

Shifting workplace dynamics, generational diversity, and the evolving demands of inclusion and adaptability are reshaping the future of leadership. As organisations prepare for the next generation of leaders, key themes are emerging around leadership authenticity, diversity, and the need for continuous learning.

At our 11^th Diversity and Inclusion Conference, a panel comprising senior and future leaders from across the public, private and non-profit sectors explored diverse approaches to decision-making and discussed how to best develop the future leadership needed to create and sustain inclusive approaches to cross-sector collaboration.

Key Takeaways

• Leaders must strike a balance between strong judgment and interpersonal skills, fostering trust through vulnerability and transparency.
• DEI should be embedded into leadership and decision-making, with a focus on retention and development, not just recruitment.
• Intergenerational leadership thrives on shared goals, reciprocal mentoring, and trust-building across age groups.
• Developing future leaders requires investment in line management, data-driven talent identification, and long-term retention strategies.
• Cross-sector collaboration enhances leadership development by fostering knowledge exchange, leveraging diverse expertise, and sharing best practices across industries.

Authenticity and intentional leadership

Leaders today must strike a balance between strong judgment and personal skills. It’s not enough to be charismatic without sound decision-making or to have sharp judgment but lack people skills. Effective leadership requires intentionality—creating environments where individuals feel heard, valued, and empowered.

Vulnerability is another crucial element. Leaders who are open about their challenges and transparent with their teams foster a culture of trust. Encouraging colleagues to "look up and out" and engage with diverse perspectives enables meaningful collaboration and drives innovation.

Building inclusive and collaborative leadership

The ability to navigate discomfort is an essential trait for inclusive leadership. Addressing complex topics—such as diversity, generational differences, or organisational change—requires framing discussions effectively to prevent fear of “saying the wrong thing.” Leaders must create safe spaces where diverse viewpoints are respected and where individuals feel comfortable engaging.

Collaboration, rather than transactional relationships, is key. Future-focused leaders understand that partnerships built on trust and mutual understanding extend beyond immediate business needs. Investing in long-term relationships ensures that opportunities can emerge down the line.

Cross-generational leadership: A mindset shift

With multiple generations in the workforce, leaders must cultivate a mindset that maximises collective strengths rather than focusing on differences. A shared goal—whether innovation, business growth, or societal impact—should drive leadership decisions rather than being influenced by generational stereotypes.

Intergenerational exchange forums, where leaders at different levels engage in open discussions, can help break down biases and strengthen workplace relationships. Mentoring—both traditional and reciprocal—plays a significant role in enabling early-career professionals to gain confidence while exposing senior leaders to fresh perspectives.

Diversity as a leadership imperative

Diversity, equity, and inclusion (DEI) must be embedded into organisational culture rather than treated as a standalone initiative. Leaders play a crucial role in creating an environment that fosters the growth and development of diverse talent. This means being proactive, challenging recruitment processes that lack representation, advocating for diverse voices in decision-making, and ensuring DEI principles are reflected in everyday leadership practices.

Leadership is a journey, not a destination. Over time, leaders develop their ability to challenge norms and push back against structures that perpetuate exclusion. Organisations that invest in leadership development must focus on lived experiences, diverse viewpoints, and collaborative decision-making.

Developing the next generation of leaders

The next wave of leaders will come from diverse backgrounds, and organisations must be deliberate in how they identify, develop, and retain talent. Key strategies include:

• Expanding leadership pipelines: Engaging underrepresented talent through targeted recruitment, work experience opportunities, and mentorship.
• Creating safe spaces: Young professionals on boards should be fully integrated, not tokenised. Language matters—removing labels such as “young board members” fosters an environment of respect and contribution.
• Leveraging data: Organisations must use workforce data to understand demographic trends, address skills gaps, and tailor leadership development initiatives accordingly.
• Investing in line management: The role of line managers is critical in implementing change, overcoming workplace barriers, and ensuring employees feel supported. Leadership development should start at this level to drive long-term transformation.

A future-ready leadership model

Leaders of the future must embrace adaptability, inclusivity, and purpose-driven leadership. By fostering diverse talent, building strong cross-sector relationships, and embedding a culture of learning, organisations can cultivate a leadership model that is not only effective today but sustainable for the future. The leadership landscape is shifting, and those who recognise the importance of people-centric, values-driven leadership will be best positioned to navigate the future.

The speakers included: Isabella Fasciani, Future Leaders Graduate Scheme, InterGenerational Mobility Co-Lead, Pfizer UK; Melbourne Barrett, Chief Executive, MTVH (Metropolitan Thames Valley Housing); Michaela Francis, Regional Vice President for Mid Market, Salesforce; Patrick Dunne OBE, Chair, Boardelta, The Royal Voluntary Service, and ESSA

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