Millennial leaders are warming up – and here is what you can expect

Provenance of the millennial
Millennials owe their name to the fact that they came of age around the turn of the century. That moment had a strong influence on their upbringing, worldview, and the start of their careers. Youri van der Avoird, business manager at Independer, sees millennials as a ‘turning point generation’, the first group to grow up with digitalization with, from behind the keyboard, the world at their fingertips. Van der Avoird: ‘On the one hand, we grew up with the idea that anything is possible. At the same time, we live in a world that is changing faster than ever, making adaptability crucial. This requires a drive and capacity for innovation, and even more than that, creativity – which is precisely what will characterize the leadership of the future.’
The economic crisis of 2008, which coincided with the start of many millennials' careers, had a lasting impact. A result was that this generation learned to deal with setbacks such as lower wage increases and unemployment, which forced them to be more flexible as they entered the corporate world. For those who demonstrated sufficient resilience, that period actually offered opportunities to distinguish themselves. Damla Hendriks, chief risk officer at Van Lanschot Kempen, began her career in 2008 as a financial risk manager, in the midst of the financial crisis, an experience that shaped her future career. ‘I saw the impact such a crisis could have on the economy and therefore on the world and it made me realize how critical risk management is. Perhaps not the sexiest of disciplines, but essential for maintaining a sound foundation. From that moment on, I was basically married to risk management.’

Job hopping
Although Hendriks is married to her position, loyalty is not always perceived as a typical millennial characteristic. A persistent stereotype is that they change jobs often, a practice known as ‘job hopping’. But is this existing negative connotation justified? Most of the young leaders we spoke to think not. For Van der Avoird, it is not important whether you stay somewhere for five, ten, or twenty years, but whether you are critical of the place you work. ‘The question you have to ask yourself is: do I have enough room to grow here? And am I still adding maximum value? If I think I would be better off somewhere else, I should go and find it. That is why there will be more movement in the millennial boardroom than what there is now’. Job hopping, therefore, says little about a lack of loyalty, but rather speaks about ambition. Interestingly, more than half of these young executives have been working for the same organization for more than ten years. This indicates that job hopping is primarily about changing positions, while loyalty to the employer remains strong. Marieke Mentink, who has been working at Dura Vermeer for almost fourteen years and is now division director of construction and real estate, explains this phenomenon further. She sees that her generation is strongly focused on development and rarely settles for the status quo. ‘That can sometimes irritate me. Can I not just be okay with something? If I have not felt uncomfortable in a position after a year, I think: come on, I want to learn something, I have been stagnating.’

The drive for purpose
The focus on personal development is a shift mentioned by almost every one of the millennials interviewed. While previous generations were primarily focused on security and stability, millennials seek meaning in their work. Pieter Olierook, general manager Benelux & global VP digital commerce at Magnum Ice Cream Company, sees this as an important shift. ‘My parents grew up with the mentality of working hard because you have to put food on the table. We were privileged in that respect. I was born in the 1980s, and after the fall of the Berlin Wall, things went really well in the world for years. And compared to the generation after us, we were still able to buy a house in a somewhat normal way. Because of that privileged starting position, other themes, apart from performance, play a greater role in my generation. You have to identify your strengths, but also your passion. If something is your strength but not your passion, it will eventually consume you. You only work harder if you are energized by something you truly enjoy.’
Passion has taken on a new meaning for this generation. It is no longer a ‘nice to have’, but a prerequisite for good performance, a way to find your purpose. Yet, that also comes with pressure. Kaya de Lange, CEO of BeFrank, grew up with the idea that anything is possible, that you can achieve anything. This created the expectation to be able to choose an own direction, but all these possibilities can also lead to uncertainty. De Lange: ‘Our generation finds itself in an interesting time in the boardroom, where people and technology must work closely together, and flexibility and adaptability are crucial. What do I actually want? When am I doing well? When have I fulfilled my purpose? We are higher up in Maslow's pyramid than the generations before us, who after the war had to work primarily for their basic needs. This creates more room for personal development, which is fundamentally a good thing. However, the high expectations and constant stream of stimuli create considerable pressure, which can lead to the well-known burnout symptoms of our generation.’
The conditions De Lange mentions are widespread: figures from the RIVM (National Institute for Public Health and the Environment) show that approximately one in five millennials are struggling. Organizations will therefore need to build a culture that not only encourages a sense of purpose but also offers the freedom for personal development, while also absorbing the pressure that comes with this. Pieter Olierook believes that millennials are particularly capable of creating such a culture. According to him, his generation will place a strong emphasis on psychological safety within organizations, a safety that is built on honesty and trust, both within teams and between levels. ‘For me, it is about the balance between honesty and kindness. Honest conversations are sometimes necessary to build trust, even if they are not always pleasant. If the foundation of the culture is sound, people will still feel safe. There will be an understanding that there are more paths to success than the traditional route when we become a board member. This change is essential for performance, because ultimately, culture creates performance.’

The millennial at the top
That raises the question: what will change when the millennial generation takes the helm? How will their leadership differ from the current boardrooms, which are dominated primarily by Generation X? According to Marieke Mentink, the prevailing mindset still too often is: ‘This is how I did it, so this is how it should be done’. She expects this to change. ‘Our generation is very results-oriented and acceptant of diversity of style. The output is important, but the way you get there is much freer. A millennial board will attach less importance to the traditional way of doing things. This generation may therefore attach less importance to hierarchy. Not when something needs to be formally agreed upon, but in the interaction between people. Everyone is on an equal footing, and a leader who acts solely on the basis of power is no longer relevant’. A future with less hierarchy is something that more young leaders identify with. The change has already begun, but will become even more visible in the coming years. Damla Hendriks, the youngest member of her board, already sees this shift happening. ‘We millennials have become accustomed to flat organizations without a prominent hierarchy. It is no longer about 'who has the most stripes,' but about 'who knows the most about this subject’. Having the most stripes does not mean you know best. My generation is also less concerned with status than the generation before us. Because the hierarchy has blurred, it is easier to give feedback to team leaders. As a manager, I really appreciate that, because if everyone always says ‘good idea’, there is no real feedback to work with. This will also change the dynamics in a boardroom.’
In the vision Hendriks outlines, the value of someone's contribution is not determined by status, but by its content. Bart van Zaalen, head of digitization at NS, sees the focus shifting from control to the deployment of talent. ‘But it also works the other way around. Millennials are more inclined to think: how can I use my talent to help you? This generation is less focused on individual performance and more on finding solutions together. That sense of community is characteristic of us and will also be reflected in the boardroom of the future. We involve the organization not only from the top, but also more broadly as a whole.’

Challenge in the future boardroom
Despite Van Zaalen's positive vision, he also sees a downside to the solidarity of his generation. Collaboration is important, but sometimes tough decisions have to be made. Youri van der Avoird recognizes this tension and sees it as a challenge for millennial leaders. ‘One danger is that decisiveness can suffer under the collaborative model. If everyone values extensive consultation and building of support, you run the risk of decisions taking longer, and thus also the time-to-market.’
While Van Zaalen and Van der Avoird warn against too little momentum in this generation, Damla Hendriks sees a risk of the opposite. ‘A focus on results and decisiveness can sometimes manifest itself in impatience and speed, and that should not come at the expense of careful consideration. There is much to be taken into account before making decisions. Sometimes it is also wise not to act too quickly’. Another finalist for the Young Captain Award, Brian Broeders, senior vice president of finance, health, nutrition & care at DSM-Firmenich, outlines yet another pitfall. According to him, the world is changing rapidly and is more complex than ever, which places high demands on the leaders of today and tomorrow. 'Millennial leaders must be able to deal with external setbacks and show resilience. Despite the complexity, they will have to dare to make decisions, even if not totally sure yet. Furthermore, future leaders must remain optimistic under difficult circumstances, as it is seldom possible to change everything.' According to Broeders, empathy is essential in this regard. Leaders must be aware of the shifts in society and continue to believe that progress is possible, especially by continuing to strive for improvement together. He believes that social interest is becoming increasingly important: this generation realizes that continuing in the current way is not sustainable. ‘Sustainability is no longer part of the strategy; it is the strategy’. Kaya de Lange sees that also the rapidly changing world will have a major impact on the boardrooms of the future. Globalization means everyone, worldwide, can see what is going right and what is going wrong. According to her, this, combined with an online world full of information bubbles, leads to increased polarization in which differences are magnified. Millennials should play a connecting role in this process. ‘I think it is important for organizations to be transparent about the goals they pursue and the added value they provide. Our generation can steer towards connecting different qualities and target groups. The boardroom should therefor also consist of a diverse group with different areas of expertise, who, based on that strength, focuses on what is possible and on finding similarities and opportunities instead of emphasizing differences.’

How the boardroom should prepare
The importance of diversity in the boardroom was a recurring theme in almost all conversations with the young leaders. The seeds have already been planted by the previous generation, but the harvest will only really become visible in the millennial boardroom. Diversity in gender, background, talent, specialization, and generation appears to be widely supported. Now that millennials are slowly joining boards, generational diversity is gaining momentum. Brian Broeders believes that the influx of millennials into boards should be actively pursued. There is a risk that many boards are still too far removed from digitalization, even though this is crucial, considering also the rise of AI. Generational diversity can reduce this gap. Brian: ‘A one-day workshop on AI is not going to help. Continuous education within the board is needed. Another solution is to bring in young people with the right expertise who can ensure that digitalization becomes more ingrained in the board.’
For Bart van Zaalen, it is essential that multiple generations are represented at the top. That is why he advocates for a gradual transition. ‘A board with solely baby boomers does not perform at its best, but neither does a board full of millennials. It is diversity that makes a team successful’. Today's boardrooms will therefore have to consciously invest in diversity and knowledge transfer when recruiting new board members. Because although no one knows exactly what the future holds, one thing is certain: the next generation is ready to take over.

No easy task
These young leaders have a clear vision of how they see the future. Boards where directors fulfill their purpose, and move on when that is no longer the case. Leadership that is results-oriented, but revolves around solidarity instead of hierarchy. A culture in which safety and trust are central and where everyone can contribute from their strengths. And a stable organization that can absorb the uncertainties of digitization and global challenges. This is no easy task, but fortunately we have the millennial generation to turn this vision into reality.

Interviews and text by Julia Korn. Published in Management Scope 10 2026.