Intergenerational Collaboration in Social Impact Organizations (Part 1)

 In fact, one of the topics I am most interested in these days is "youth." To put it simply, agreeing that young people's participation must expand and their roles must increase for the social sector to remain sustainable, I have been participating in related gatherings and continuing discussions. (On a personal note, I actually have a gathering with young people in the social sector scheduled for this Saturday as well.)

 

The reason I came to focus on this topic is clear. Social challenges such as the climate crisis, digital transformation, new forms of labor, low birth rates, and an aging population are changing rapidly, and the social sector must also quickly capture and nimbly respond to these changes. Moreover, the key decision-making structures of the social sector and non-profit organizations are still often run centered around the older generation. Only when the younger generation can fulfill their roles for the organization's sustainability and mission expansion can we seek ways for mature, mutual cooperation.

 

🐙Why Do Social Impact Organizations Need Young People?

 

Young people are directly affected parties of today's social issues and, as future generations, view problems on the ground from a different perspective than the older generation. When we bring current social issues directly to the discussion table based on their vivid on-site sensitivity and lived experience as parties directly affected, entirely new solutions can be discovered.

 

The biggest difference distinguishing social impact organizations from conventional corporations is that they "solve social problems." However, if the parties directly affected by the issues being addressed—or the generations that will be most heavily impacted by them in the future—are excluded from decision-making, we must question whether the organization truly understands the changes occurring in society. Young leaders serve as vital links connecting the experiences and concerns of the new generation to the organization's long-term strategies. In addition, they provide the momentum to naturally accept and institutionalize evolving ways of working and communicating at the governance level, such as transparency, horizontal communication, and digital-based collaboration tools.

 

Furthermore, the participation of the younger generation in social impact organizations is not merely for the immediate day-to-day operation of the organization. It is an important opportunity for the next generation to practice and experience the organization's responsibilities and decision-making in advance. Beyond simply fulfilling the outward appearance of "generational diversity," this is an essential process for passing down the organization's philosophy and leadership healthily to the next generation.

 

🐛The Mindset Young Generations Participating in Key Organizational Decision-Making Should Cultivate

 

Then, what kind of attitude and mindset should the younger generation cultivate—those who are currently serving as leaders, managers, or decision-makers in organizations, or those preparing to do so?

 

First, an attitude of dedicated learning is necessary. The "learning" mentioned here does not mean uncritically adopting the working methods of the older generation. It means persistently studying the fundamental framework of organizational operations, including the organization's history, context, and mission, as well as its financial structure, articles of incorporation, financial statements, legal responsibilities, and decision-making procedures. Only when this practical understanding is solid can one ask persuasive questions, make independent judgments, and contribute to decision-making.

 

Second, avoid dismissing the methods of the older generation unconditionally as "outdated" or "old-fashioned." There is a need to respect the history of building the organization from nothing and the long, painstaking time of accumulation. Of course, there is no need to follow existing practices blindly. However, when offering opinions for change or raising criticisms, a mature attitude of persuading through polite and logical language rather than emotional resistance is important.

 

Third, free yourself from the excessive pressure or self-censorship of thinking, "I must represent all youth generations." It is enough to speak one's mind with conviction as a bridge connecting frontline practitioners with the board (or executive leadership), and at the same time, as an independent, fully realized decision-maker.

 

Recently, I met a colleague working as a young board director at a non-profit organization. That activist also shared thoughts that resonated deeply.

 

They said, "Rather than trying to completely represent the voices of all youth, I want to make the door a little wider so the next generation can enter the organization." They also added, "I think having the courage to ask questions honestly without being ashamed of what you don't know, and setting your own criteria for what you consider important, matters most."

 

When the younger generation joins board or management meetings, not a few feel intimidated beforehand due to the heavy burden of responsibility, or find it difficult to voice their thoughts and remain silent. However, when equipped with thorough learning and healthy standards, youth leadership will become the most powerful key enabling social impact organizations to carry out their essential roles for society more nimbly and effectively.

 

👉👉In the next part, we will explore the attitude and mindset needed for older-generation leaders (heads of organizations, executives, and senior managers) working alongside young leaders.