Leadership does not begin with a job title or a promotion. It often begins much earlier, within families and everyday interactions. Recently, I reflected on something I observe with my children. There are moments when they genuinely do not understand why we do things the way we do. When we insist that devices be turned off at a certain hour, they ask, “But why? I finished my homework.” From their perspective, the rule seems unnecessary. From ours, it is about discipline, focus, and rest. ALSO READ: Why leadership will decide the future of banking in Rwanda These situations are reminders that leadership is not only about giving direction. It is about explaining decisions, listening to questions, and helping others understand the reasoning behind expectations. The way we respond to questions today shapes how young people will respond to responsibility tomorrow. ALSO READ: Dear service provider, communication is the heart of customer care! In about 15 years, these same children will be working in organizations, leading teams, and influencing decisions. The question is not whether they will lead. The question is whether we are preparing them to lead with maturity. Maturity is not defined by age or position. It is reflected in how we respond to difference. It involves explaining decisions rather than relying solely on authority. It requires listening without assuming that questions are a challenge to leadership. It also means adjusting methods when circumstances change, while maintaining clear values. Instead of responding with “Because I said so,” mature leadership involves clarifying the purpose behind a rule. The boundary remains in place, but the explanation helps build understanding. This dynamic is visible in the workplace as well. Generational differences are often described as tension between Baby Boomers, Millennials, and Gen Z. A senior manager may prefer structured meetings and detailed reporting. A younger employee may recommend shorter meetings or digital updates. One approach emphasizes process and experience. The other prioritizes speed and efficiency. ALSO READ: How can we expect excellence from staff who’ve never experienced it? Both perspectives have value. Difficulties usually arise when differences are interpreted as disrespect rather than as reflections of different experiences. Research on generational intelligence suggests that effective collaboration across age groups depends on understanding the social and economic environments that shaped each generation’s expectations (Gerhardt, 2022). When leaders recognize these differences as contextual rather than personal, collaboration improves. Millennials frequently find themselves positioned between older and younger colleagues. Having experienced both traditional hierarchies and rapid technological change, they often understand the importance of structure while appreciating flexibility. When approached thoughtfully, this position can strengthen coordination across teams. Inclusion is also critical. Studies on psychological safety show that teams perform better when individuals can ask questions and contribute ideas without fear of embarrassment or punishment (Edmondson, 2018). When employees feel safe to seek clarification or suggest improvements, organizations benefit from broader perspectives and stronger engagement. Workforce research further indicates that younger generations often prioritize purpose, flexibility, and belonging, while older generations tend to emphasize stability and established processes (Deloitte, 2023). These differences reflect evolving economic and social conditions rather than differences in capability. Encouraging dialogue, when supported by clear boundaries and accountability, reinforces authority and strengthens trust. At home, this may involve allowing children to participate in setting routines while maintaining clear expectations. In the workplace, it may involve inviting younger employees to contribute ideas during strategic discussions rather than expecting silent agreement. Generational diversity is not a problem to eliminate. It is a reality that requires thoughtful management. Experience helps organizations avoid repeated mistakes. Innovation helps them adapt to change. Effective leadership balances both. Preparing the next generation therefore requires more than transferring rules. It requires modelling adaptability, accountability, and respectful communication. The world young people will inherit is changing rapidly, and leadership must evolve accordingly. Leadership does not suddenly begin when someone enters the workforce. It develops gradually through observation, dialogue, and example. For that reason, leadership begins before the workplace. The way we guide, explain, and include others at home influences how future leaders will guide, explain, and include others in society. Christine Biraro is an International Coaching Federation (ICF) certified coach and Customer Experience Manager at Bank of Kigali.
