Employment & Entrepreneurship
Mentorship as a bridge to belonging
Mentorship is one of the most effective interventions to close the confidence gap. It offers practical guidance and industry insights, and builds belonging. When young professionals are mentored by individuals who have navigated similar paths, they gain both the reassurance and the roadmap needed to step up.
More than advice, mentorship communicates a powerful message:” You are seen, and you have what it takes.“ This validation is especially critical for youth from under-represented backgrounds or disadvantaged communities. When mentors reflect their mentees‘ diversity and experiences, the impact is amplified; confidence becomes contagious.
Organisations that want to empower young leaders must embed mentorship into their leadership development strategies. This means moving beyond informal check-ins and creating structured, goal-oriented mentorship programmes that hold both mentor and mentee accountable.
Leadership begins before the title
Young professionals don‘ t become leaders the day they receive a managerial title – they become leaders the moment they are given ownership, responsibility, and visibility. Exposure to realworld challenges, strategic discussions, and decision-making environments give youth the experiential learning needed to build leadership muscle.
Unfortunately, many young employees are siloed into entry-level roles with limited opportunity to stretch or contribute ideas, or observe leadership in action. This unintentionally reinforces the belief that leadership is out of reach.
Exposure doesn ' t require years of experience; it requires access: to pitch ideas, shadow senior leaders, and contribute to projects with high visibility. Exposure also involves feedback – constructive, specific, and growth-oriented feedback that helps young professionals reflect, adapt, and improve.
The role of organisational culture
Organisational culture plays a significant role in either reinforcing or removing confidence barriers. Cultures that reward assertiveness without guidance may alienate quieter contributors. Cultures that promote leadership as hierarchical may discourage those who lead differently, through collaboration, empathy, or creativity.
To empower the next generation, workplaces must redefine what leadership looks like and who gets to embody it. Encouraging inclusive leadership styles, celebrating learning moments( not just wins), and creating safe spaces for experimentation fosters a culture where confidence can thrive.
HR and talent teams must be trained to identify potential, not just performance. Potential often lives beneath the surface, especially in young people who have not yet been given the chance to shine.
Building confidence through skills and experience
Confidence is built when competence meets opportunity. That ' s why practical skills development must remain part of the conversation. Public speaking, conflict resolution, creative thinking, and emotional intelligence are all leadership skills that can be taught through workshops, simulations, and group work.
Equally, programmes like job shadowing, internships, leadership boot camps, and volunteer management roles can allow youth to apply these skills in safe, real-world environments.
When young professionals are supported through confidencebuilding environments, their ability to lead expands not in theory, but in practice.
A shared responsibility
Closing the confidence gap is not a quick fix. It requires collaboration across sectors, between educators, employers, mentors, and young professionals themselves. Schools and universities must promote leadership as a skill, not a reward. Employers must move from gatekeeping to skills-building. Youth must be empowered to claim space, challenge norms, and define leadership on their own terms.
In South Africa, where youth unemployment remains high and leadership turnover is rising, investing in young leaders is not just good policy; it‘ s a national imperative. The next CEO, innovator, or social change-maker is likely sitting in a classroom, internship, or entry-level role, waiting not for permission, but for a chance. Let‘ s be the generation that doesn‘ t just talk about youth empowerment but makes it tangible – through mentorship, exposure, and the radical belief that young people belong in leadership.
The Skills Mine are global talent acquisition specialists and head-hunters dedicated to helping companies build robust recruitment strategies worldwide from Johannesburg to Cape Town, Dubai, and beyond. As expert recruitment specialists with a notable track record in tech, they apply their expertise across multiple sectors, including telecoms, digital media, finance, education, marketing, manufacturing and management consulting. The Skills Mine stands out as a leader in these fields, demonstrating success and expertise. www. futuresa. co. za 121