Next Gen Leaders

When facing career uncertainty, take control by defining your next chapter. Craft a personal vision that includes both your professional and personal goals, helping you make informed decisions and identify the right opportunities. Once you’ve outlined your vision, assess your past roles to determine your strengths, key contributions, and any gaps in experience. This inventory will help guide your next move. Also, clarify your principles – what type of company and role aligns with your values and goals? Your resume and LinkedIn profile should reflect where you're going, not just where you've been. Focus on measurable results and use simple, clear language. For LinkedIn, ensure your profile stands out and aligns with your brand. Networking is essential. Be strategic about connecting with recruiters and decision-makers who can help create buzz around your career. Prepare for interviews by being concise, specific, and ready to discuss your career moves confidently. Stay professional, maintain energy, and dress appropriately, especially for virtual interviews. By applying these strategies, you can turn a career transition into an opportunity to refine and communicate your professional brand. For Next Gen leaders, the key takeaway is this: Leadership is about continuous reinvention. Be adaptable, stay aligned with your values, and be proactive in managing your career trajectory – these lessons will help you thrive in an ever-changing landscape. Read more: https://lnkd.in/d2SkdhUe Learn more about the Next Gen: https://lnkd.in/ebG26jPQ

As sustainability efforts become central to business strategies, Chief Sustainability Officers face significant challenges. Despite growing commitment, many CSOs report that their ambitious sustainability goals aren’t yet yielding substantial results. This is due to factors like economic uncertainty, complex regulatory demands and the difficulty of translating sustainability into measurable business impact. For CSOs, the key to success lies in integrating sustainability into the broader business strategy. Rather than a standalone initiative, sustainability must be embedded in every business unit, requiring close collaboration across the organisation. This means CSOs are increasingly engaging with leaders outside their own teams, dedicating significant time to drive cross-functional alignment. A major hurdle remains the burden of measurement and reporting. CSOs are spending more time on compliance than on driving revenue, and this demand is only set to increase with evolving regulations. Yet, sustainability can deliver real value by reducing costs, mitigating risks and boosting resilience – if approached with a focus on tangible business impact. For Next Gen leaders, the lesson is clear: sustainability isn’t just a corporate responsibility, it must be integrated at every level. Ensuring sustainability is prioritised and connected to strategic goals will be a critical role for future leaders. Read more: https://lnkd.in/d9qAEyhX Learn more about the Next Gen: https://lnkd.in/ebG26jPQ

In today’s leadership landscape, the myth of the “charismatic CEO” often overshadows the reality of what it truly takes to lead effectively. The notion of the confident, larger-than-life leader who single-handedly propels a company to success has become pervasive. This image is not only unrealistic but also distracts from the more complex, nuanced journey that successful CEOs undergo throughout their careers. The truth is, being a great CEO is far from a display of raw, inborn traits like extroversion or risk-taking. These qualities, often emphasised in media portrayals, have led to a skewed understanding of what makes a CEO successful. While some leaders may naturally fit the mould, the reality is that the vast majority of successful CEOs have overcome significant challenges – both early in their tenures and throughout their careers. The job of a CEO is cognitively, emotionally, and physically demanding, and it’s not uncommon for leaders to struggle, even after years of experience. Many new CEOs face a steep learning curve in their first few years – past the initial 90-100 days – grappling with the complexities of leadership. However, the struggles don’t end there. As their careers progress, CEOs often face the challenge of reigniting their passion or reinventing themselves to meet new demands and continue to lead effectively. This ongoing process of self-growth is seldom highlighted, yet it is integral to sustained success. For Next Gen leaders, understanding the true journey of a CEO is crucial. The myth of the all-knowing, flawless leader is not only misleading – it’s counterproductive. True leadership development comes from grappling with the inevitable challenges of the role, embracing personal growth, and constantly adapting to the evolving demands of the business world. Read more: https://lnkd.in/e7R4BAB4 Learn more about the Next Gen: https://lnkd.in/ebG26jPQ

As the business landscape evolves, so too does the role of the executive. Gone are the days when leaders were expected to drive results by acting as the sole decision-maker from the front. Today’s leaders are expected to empower their teams, foster collaboration and decentralise decision-making. This shift demands a new set of people skills – often called "soft skills" – that many executives haven’t had to focus on as they climbed the corporate ladder. For those who have risen through the ranks using a directive leadership style, the shift can be particularly challenging. Moving from a top-down, authoritative approach to one that encourages collaboration and empowerment requires significant self-awareness, humility, and a willingness to embrace discomfort. It is a transformative journey, and it unfolds in three key stages. The first stage is the departure, when leaders come to recognise the need for change. This is the moment of realization that their previous leadership style no longer fits the demands of the role. It’s a conscious decision to leave behind familiar, often ingrained habits in pursuit of a more inclusive, empowering approach. Next comes the voyage – an often difficult transition period when leaders face obstacles and challenges that push them outside their comfort zones. These trials are essential for growth, as they help leaders develop the skills and resilience needed to lead in new ways. Finally, there’s the return. In this stage, leaders gain a clearer sense of who they are and the type of leader they want to be. They begin to apply the lessons learned through the journey and start to transfer their newfound approach to others, creating a more empowering, collaborative culture within their teams. For Next Gen leaders, this leadership odyssey is a crucial part of personal and professional growth. Transitioning from a directive to an empowering leadership style is not a quick fix but a gradual, ongoing process that builds resilience, collaboration and long-term success. Read more: https://lnkd.in/dtaaYajT Learn more about the Next Gen: https://lnkd.in/ebG26jPQ

In today’s rapidly evolving business landscape, CEOs can no longer rely on traditional leadership approaches. The scale, complexity and interconnectedness of challenges demand a new mindset and a set of capabilities that enable leaders to seize opportunities amid constant disruption. Michele Buck, CEO and Board Chair of Hershey, exemplifies this evolution in leadership. Under her guidance, Hershey has built a culture of agility, resilience, and expansive thinking – qualities that have become increasingly critical for leaders to thrive in today’s environment. According to Buck, being a “transformer” is essential for any CEO navigating these turbulent times. The most effective CEOs today leverage data and analytics to inform decision-making, ensuring that their actions are guided by real-time insights. They must also embrace agility, recognising that change is inevitable and must be met with openness and adaptability. Urgency is key – leaders must act decisively and with purpose to drive results. Accountability remains a cornerstone, but it must now extend across horizontal teams, emphasising collaboration and shared responsibility. As the Next Gen network prepares leaders for the future, it’s essential to focus on these evolving leadership traits. Agility, data-driven decision-making, and a commitment to collaboration will empower future leaders to not only manage disruption but also turn it into an opportunity for growth and innovation. Read more: https://lnkd.in/dtSJDT_X Learn more about the Next Gen: https://lnkd.in/ebG26jPQ

As AI continues to reshape industries, organizations need more than just the right technology – they need a corporate culture that fosters innovation, responsibility and collaboration. For the leaders of tomorrow, creating an AI-ready culture will be crucial to unlocking the full potential of AI while ensuring it aligns with strategic goals and ethical standards. A culture that supports AI readiness starts with a deep commitment to innovation, driven by purpose and continuous learning. It's not enough to simply encourage new ideas: leaders must ensure that innovation aligns with the organization’s long-term vision and objectives. Alongside this, a structured, data-driven approach is essential. AI thrives in environments where decisions are guided by data, helping organizations optimize processes and make informed choices at every level. Equally important is the consideration of AI’s ethical implications. As AI becomes increasingly integrated into decision-making, organizations must address its potential risks and impact on employees, customers and society. Finally, a culture of collaboration is vital. AI initiatives are most effective when they break down silos and foster cross-functional teamwork, allowing diverse perspectives to shape smarter, more impactful AI solutions. The Next Gen network is dedicated to preparing leaders who can cultivate these elements, ensuring their organisations not only adopt AI but do so in a way that is responsible, innovative, and collaborative. By building AI-ready cultures, leaders will be poised to drive the transformation and create long-lasting value in the AI-driven future. Read more: https://lnkd.in/dtKBgP8W Find out more about the Next Gen: https://lnkd.in/ebG26jPQ

We're excited to welcome Suzy McClintock to the NextGen community! Suzy McClintock is currently VP of New Verticals at Deliveroo, where she leads product strategy, commercial execution and operations for Deliveroo’s marketplace grocery and retail offering along with their dark store proposition Deliveroo HOP and Editions Cloud Kitchens. With over 15 years of experience spanning media, consulting and e-commerce, she is passionate about innovation, customer-centric solutions and leveraging technology and data to drive growth. Prior to joining Deliveroo Suzy spent nearly five years at Amazon where she held commercial, product and strategy roles across their marketplace and grocery businesses. Her career began working in media for brands including Saatchi and Saatchi and Hat Trick Productions and this breadth of experience still informs her approach today. Suzy holds an MA in Natural Sciences from Cambridge University and an MBA from Imperial College London. She lives in London with her husband and two children. Learn more about the Next gen network: https://lnkd.in/ebG26jPQ

We are pleased to highlight Gurjeet Grewal, a valued member of last year’s Next Gen cohort. Gurjeet is the interim CEO of Octopus Electric Vehicles, a rapidly growing specialist leasing company dedicated to advancing sustainable transport. Octopus EV has made the transition to electric vehicles seamless for customers. He has 9 years experience in senior operations and management roles in high growth start ups and scale ups; the last 7 have been with Octopus EV. Prior to this, Gurjeet spent 12 years in financial services initially in M&A advisory and Leveraged Finance roles at investment banks before moving into principal investment at the Wellcome Trust. He holds an MA in Philosophy, Politics, and Economics from the University of Oxford.

Congratulations to one of our NextGen leaders Gurjeet Grewal on his appointment to CEO of Octopus Electric Vehicles. ? We are excited to follow your journey and everything you accomplish at Octopus EV.?

We're thrilled to introduce Katherine Ramsden Chartered Fellow CIPD, another leader joining our community! Katherine Ramsden is the Vice President of Group Leadership Development, Learning, and Resourcing at Intertek plc,?a leading quality assurance provider to industries worldwide. Intertek is a purpose-led company?that brings quality, safety, and sustainability to life. With over 20 years of HR leadership experience, Katherine is deeply passionate about?talent development and fostering purpose-driven engagement within values-led organisations. At Intertek, Katherine works closely with the Senior Leadership Team to develop top talent across global teams, enable world leading learning solutions and enhance the Intertek high-performance culture. Before joining Intertek, Katherine led the global HR team at SAI Global?in Sydney, Australia, until its acquisition by Intertek in 2021. She then relocated to London to continue her work with the company. Katherine's previous roles also include leading workplace transformation programmes at Westpac Bank and Rabobank in Australia and heading HR teams at BDO and Morgan Hunt. A Fellow of the Chartered Institute of Personnel Development, Katherine holds a BA Hons in English Literature with Linguistics and German from Bangor University, North Wales. She is passionate about working with?purpose-led?organisations that are guided by strong values and is dedicated to?cultivating?personal development and creating engaged, high-performing teams.