Opinions differ on whether senior individuals or young people should assume leadership positions in organisations. While acknowledging the superior experience of older executives, I strongly believe that the young’s digital fluency and courage far outweigh that quality, making them suitable for leadership roles in companies.
Proponents of senior leaders may point to the experience they can gain during their tenure. According to them, the accumulation of hands-on experience and, therefore, refinement of skills, such as crisis handling or critical decision-making, can equip older leaders with not only the capability but also the foresight to predict and tackle unforeseeable setbacks. Nevertheless, I believe that their younger counterparts are potentially more adaptable to the difficulties of the modern era. As technology has revolutionised white-collar professions, the challenges corporations face become increasingly novel, among which are hacking, cyber espionage, and information leakage. Unlike the young who can effortlessly familiarise themselves with technology thanks to their early exposure, senior managers may struggle to comprehend, let alone confront the organisational challenges of today’s digital age.
My argument that young executives prove more beneficial is further fortified given their courage. Having experienced the vicissitudes of their business lives, older leaders may tend to be more risk-averse, steering clear of the failures once counted against them. Not only can such an avoidant tendency stifle innovation but it can also deprive the corporation of opportunities for growth, especially when they are ample nowadays thanks to globalisation that facilitates cross-border business partnerships. In contrast, with sufficient guidance from peers and colleagues, as well as examples set by previous trailblazers, brave young managers can be more emboldened to get involved in lucrative business ventures while ensuring that such undertakings can bear fruit. This boldness in business attests to the fact that younger people can be more suitable to lead an organisation.
In conclusion, I wholeheartedly agree that it is more beneficial for a company to have young directors. Not only can their technological familiarity outweigh the experience of senior managers, but they can also be bolder, which proves invaluable when today’s world provides businesses with ample opportunities for development.