The role of young people in managing change

Young people have grown up in a world where change is normal. Often, when we think of change, we immediately think of technology, but in that focus, we sometimes forget what is really important: what does change do to someone?

We see many colleagues struggling to cope with the pace of change. Their work is changing dramatically: colleagues with whom they have worked for years are retiring, while young, often migrant workers are taking their place. In contrast, they have just left their homeland behind and are stepping into an unknown adventure. This requires mutual understanding, but due to differences in age and culture, this is not always obvious.

Personal attention

This is precisely where we, the young generation, can make a difference. Personal attention is essential to connect people. A short conversation, a smile, a chat that is not about work, or simply showing interest in someone's story can make someone's day. It does not always have to be in someone's own language, but with genuine interest.

By listening, you discover what someone values and whether that person still enjoys coming to work. Of course it is ideal if employees are flexible, but not everyone needs to change or grow. Someone who excels on the forklift doesn't suddenly have to start packing - that is often counterproductive. People who feel heard make the most valuable contribution in their own way.

As an employer, it is important to be able to offer perspective, though. Just because a forklift driver "thinks it's all fine" doesn't mean he has to retire on the forklift. Why not use the knowledge and experience to mentor new employees, both in terms of job content and more broadly within the organisation? They know the organisation, the corporate culture and are proud to work there. At the same time, international colleagues can share their knowledge of systems and new technology, but also tell about their culture: about the norms and values they have inherited from home, traditional dishes and other things that shape their culture. By letting generations and cultures learn from each other, they strengthen each other and together we build a strong, resilient organisation.

Diversity and inclusion as a culture, not a goal

Diversity is always there, including in gender, age and origin. Inclusion is about what you do with it: whether people feel heard and seen, dare to speak up, can be themselves, and whether they can contribute regardless of their profile or accent. Inclusive working requires curiosity instead of assumptions, and courage to engage in uncomfortable conversations. Real conversations, in the workplace and between people, form the basis of a culture where everyone counts. It also means immersing ourselves in others and trying to minimise differences in how we treat each other.

Change management only really works in an environment where everyone understands each other. As a young change agent, you achieve this by listening, being visible and showing genuine interest. Diversity and inclusion are important to keep in mind, but should not be an end in itself; it is about a culture that we shape together.

For us as a young generation, it is clear: the future of logistics is not just about technology, but about people who respect each other, feel heard and dare to think along. Only then will change really have a chance to succeed and we build an organisation where everyone counts.