While the Great Resignation has been making headlines the last few months, a similar phenomenon has been underway for much longer: The Great Retirement. In the third quarter of 2020 alone, roughly 30 million Baby Boomers left the job market and, since then, the rate of retirement among this population has accelerated (Kelly, 2021). The greatest “so what” of both trends is that Millennials and members of Generation Z will need to fill the gap in leadership roles.
But do these populations have the necessary skills to be successful with new and more significant responsibilities? A recent survey shows that 69% of millennials do not feel their employers are developing their leadership skills (Apollo Technical, n.d.). This puts a critical leadership pipeline at risk.
What do organizations need to do differently to generate a healthy leadership pipeline? They need to target leadership development much earlier in employees' careers. By investing in young employees, organizations can cultivate the next generation of leaders and build a strong foundation to close future leadership gaps. Early development also reinforces a culture of continuous learning. It gives emerging employees the opportunity to broaden their perspectives and begin thinking about the strategic questions and trade-offs that senior leaders navigate every day.
Beyond that, group-based leadership development for early-career employees has three key benefits:
Networking
Tenured employees often say they wish they had prioritized networking earlier in their careers. Networking offers personal rewards for leaders and significant gains for organizations. It fosters cross-functional relationships, encourages idea-sharing, and builds peer support systems. Group-based leadership development clearly supports these outcomes. But taking it a step further—by giving these groups a shared challenge such as a business simulation, case study, or presentation—can deepen connections, strengthen networks, and even cultivate a stronger sense of organizational belonging.
Access to Senior Leaders
Group-based leadership development training for early-career employees also accelerates the stewardship of organizational culture and creates meaningful connections between junior employees and senior leaders. One effective way to build these relationships is through storytelling—inviting senior leaders to share real examples of both successes and setbacks. Even a one-hour session gives senior leaders the chance to shape how newcomers think about the business. These moments also open the door for mutual exchange, allowing both new and tenured leaders to share perspectives on the organization's future.
Another advantage of engaging early-career employees in group settings is the opportunity to launch and communicate new initiatives more effectively. Top-down communication often breaks down before reaching the front lines. But by bringing early-career employees together, leaders can drive key messages directly—ensuring alignment on new projects, products, or strategic priorities from both the top down and the bottom up.
Learning
Finally, investing in early-career leadership development builds a strong foundation for long-term success. Here are a three key areas that early-career employees can—and should—practice to jumpstart their effectiveness and growth.
Communication
Clear, effective communication is essential for both individual and organizational success. Early-career employees benefit from practicing how to deliver messages with specificity, context, the right tone, and clear next steps. It’s a simple but powerful habit to build early.
Prioritization
Time is limited at every level of an organization. Helping early-career employees think critically and intentionally about time management sets them up for long-term impact. Training should emphasize proactive planning and focusing on tasks that are important but not yet urgent—habits that benefit both the employee and the organization.
Practice Leading a Team
Giving junior employees the chance to lead a team and deliver results in a low-risk setting—such as a simulation or structured exercise—creates a valuable practice field. They gain experience making leadership decisions, coaching others, leading change, and setting priorities, all within a safe environment that encourages learning from missteps.
Leadership development for early-career employees matters. It strengthens the leadership pipeline every organization needs, while also upskilling employees to deliver results—both now and in the future. According to a 2018 study, 94% of employees said they would stay at a company longer if it invested in their careers (LinkedIn Learning, 2018). Prioritizing early-career leadership development not only builds individual capability but also fosters a culture of continuous learning—preparing both organizations and their future leaders for what’s ahead.
Interested in a leadership development program for early career employees? Check out our Developing New Leaders solution.
References
Apollo Technical. (n.d.). Leadership statistics: The state of leadership and management in 2023. https://www.apollotechnical.com/leadership-statistics/
Kelly, J. (2021, October 1). Baby boomers are leaving the workforce to live their best lives in a silver tsunami "great retirement" trend. Forbes. https://www.forbes.com/sites/jackkelly/2021/10/01/baby-boomers-are-leaving-the-workforce-to-live-their-best-lives-in-a-silver-tsunami-great-retirement-trend/?sh=33ead017260b
LinkedIn Learning. (2018). 2018 Workplace Learning Report: The rise and responsibility of talent development in the new labor market. https://learning.linkedin.com/resources/workplace-learning-report-2018
